Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698939407784.pdf (South Africa)
PO Box 15 Cape Town 8000 Republic of South Africa Tel: 27 (21) 403 2911 www.parliament.gov.za RP No.
98/2008 STRATEGIC PLAN FOR THIRD PARLIAMENT 2004-2009 STRATEGIC PLAN FOR THIRD PARLIAMENT 2004-2009 Reviewed 2008 Strategic Plan for 3rd Parliament 2004-2009 Website: www.parliament.gov.za ISBN: 978-1-77037-218-4 RP No: 98/2008 © 2008 Ofﬁ ce of the Secretary to Parliament, Strategic and Business Planning Parliament of the Republic of South Africa New Emblem of Parliament Parliament launched its new emblem during a Joint Sitting of the National Assembly and the National Council of Provinces on 27 March 2007 in Cape Town.
OUR SOUTH AFRICA – THE SUN The sun heals the divisions of the past, improves the quality of life of all South Africans, frees the potential of each person and builds a united and democratic South Africa, taking its rightful place as a sovereign state in the family of nations.

OUR PEOPLE – THE PROTEA LEAVES Our people, building on the foundation of a democratic and open society, freely elect representatives, acting as a voice of the people and providing a national forum for public consideration of issues.
OUR PARLIAMENT – THE DRUM, PROTEA AND TRIANGLES (NINE PROVINCES) The drum calls the people’s Parliament, the National Assembly and the National Council of Provinces, to consider national and provincial issues, ensuring government by the people under the Constitution.

OUR CONSTITUTION – THE BOOK Our Constitution lays the foundation for a democratic and open society based on democratic values, social justice and fundamental human rights.
It is the supreme law of our country, and ensures government by the people.

STRATEGIC PLAN FOR THIRD PARLIAMENT 3 Introduction The 3rd democratic Parliament adopted Three strategic objectives were crafted to its new vision in February 2005 to build support the vision, and to serve as the main an effective people’s Parliament that is drivers of implementation and change.
responsive to the needs of the people and These strategic objectives focused on that is driven by the ideal of realizing a building a quality process of scrutinising and better quality of life for all the people of overseeing government’s action, ensuring South Africa.

a people’s Parliament that is responsive to the needs of the people of South Africa, Throughout the duration of the 3rd and building an effective and efﬁ cient Parliament, a continuous focus was that of institution.
building a people’s Parliament: The Strategic Plan tabled in May 2005, as - A people’s Parliament to transform an Parliament’s ﬁ rst Strategic Plan, set out entire society based on democratic values, these strategic objectives and their social justice and fundamental human underbuild of projects, providing a rights.

5-year plan aligned with the Medium Term - A people’s Parliament of freely elected Expenditure Framework.
64 projects were representatives building on the foundation scheduled over the 5-year period until 2009. of a democratic and open society based on These projects and activities served as the the will of the people, their participation measurable objectives and milestones in and access to Parliament.

the implementation of this strategic intent.


- A people’s Parliament providing a national Since 2005, each budget vote of Parliament, forum for public consideration of issues, Vote 2, provided more information around which includes educating, informing and the speciﬁ c milestones and measurable involving the people of South Africa in objectives scheduled for that particular its processes and acting as a voice of the ﬁ nancial year.

people.
people.

- A people’s Parliament co-operating with other spheres of government as it deepens and entrenches our democratic values.

- A people’s Parliament working with continental and international bodies to create a new democratic and participatory world order.

- A people’s Parliament passing good laws, and scrutinising and overseeing executive action, as it moves to improve the quality of life of the people of South Africa, building a united and democratic South Africa.
4 STRATEGIC PLAN FOR THIRD PARLIAMENT Of the 64 scheduled projects over the This revised Strategic Plan contains the 5-year period, 33 have been completed, new vision and strategic objectives for 16 are presently managed in different 2004 to 2009, and provides the conceptual stages of project execution (initiating, framework of how the new vision will planning, execution, closure) and 15 are to be implemented.

It further describes the be initiated.


The 2008/09 ﬁ nancial year strategic objectives, detailing the envisaged continues to provide for the implementation route of implementation to reach the vision.

of these projects, whilst it also brings a closure to the work done by the 3rd Parliament – the ﬁ nal ﬁ nancial year.
The creation of the vision for Parliament established a high level of synergy and understanding regarding the direction for Parliament and assisted in the directing of operational activities.

The Constitution is the supreme law of the Republic and lays the foundations for a democratic and open society in which government is based on the will of the people and every citizen is equally protected by law.
STRATEGIC PLAN FOR THIRD PARLIAMENT 5 6 STRATEGIC PLAN FOR THIRD PARLIAMENT Table of Contents Foreword by the Presiding Ofﬁ cers 3.4 Human resources Accounting Ofﬁ cer I.
STRATEGIC OBJECTIVES - SETTING POLICY DIRECTION 3.5 Performance management 3.6 Organisational structure 3.7 Budget of Parliament 3.8 Programme 1: Administration 3.9 Programme 2: Legislation and Oversight 1.1 Strategic overview and key policy 3.10 Programme 3: Public and International developments 1.2 Key Issues 1.3 Vision 1.4 Strategic Objectives 1.5 Projects participation 3.11 Programme 4: Members’ facilities 3.12 Programme 5: Associated services 3.13 Financial management of Parliament II.
CORE OBJECTIVES - ROLE AND BUSINESS OF PARLIAMENT IV.

ANNEXURES 4.1 Projects 2.1 Mandate and Mission 2.2 Core Objectives 4.2 Strategic management processes of Parliament 4.3 How the Strategic Framework works 2.3 Services Supporting the Core Objectives 4.4 Terms and deﬁ nitions III.
DELIVERING THE STRATEGY - ORGANISATION AND RESOURCES 3.1 Values 3.2 Policies 3.3 Organisational design STRATEGIC PLAN FOR THIRD PARLIAMENT 7 Foreword by the Presiding Ofﬁ cers The launch of Parliament’s new emblem Similarly, Parliament successfully was celebrated on 27 March 2007.
On implemented several initiatives in its this joyous occasion the old emblem was efforts of reaching the vision including the replaced with the new, representing our establishment of Parliamentary Democracy democratic dispensation, embodying Ofﬁ ces, the new website and video the true values and spirit of our people’s conferencing facilities, a restructuring of Parliament.
much-needed communication services to inform and involve the people of South The new emblem represents a united Africa in its processes.

and democratic South Africa, founded on our Constitution, laying the foundation In further building a people’s Parliament, for our democratic and open society in the 3rd Parliament successfully incorporated which government is based on the will sectoral programmes into its normal of the people.

The new emblem is an programmes of action.


Last year the important step in establishing an identity for People’s Assembly was held in Mbizana, Parliament, one that represents its values, whilst the Taking Parliament to the People mission and vision, one that resonates with campaign was held in the North West and Parliament’s role in the new dispensation Western Cape.

In addition the Women’s and and the society and nation we are building.
Youth Parliaments provide opportunities for people to be involved in Parliament.
The completion of this unique project, the Image and Positioning Project, formed part Parliament also made signiﬁ cant progress of the strategic intent crafted for the 3rd during this year in its implementation of Parliament with the introduction of the new projects and initiatives aimed at achieving vision and strategic objectives in February its ﬁ rst strategic objective of building 2005. a quality process of scrutinising and overseeing government’s action.
8 STRATEGIC PLAN FOR THIRD PARLIAMENT In this regard, the Joint Rules Committee The 2007/08 ﬁ nancial year ended on a high adopted the new Oversight Model, note as Parliament hosted the 118th Inter- which will now give way to further Parliamentary Union Assembly in the ﬁ rst implementation of this conceptual model.

weeks of April 2008.


This highly successful This work has already started with the event again emphasised Parliament’s enhancement of dedicated capacity for commitment to building a people’s committees in their oversight work, with Parliament working with continental speciﬁ c emphasis on the increase of and international bodies to create a new researchers and content specialists.

democratic and participatory world order.


The implementation of several projects including the space utilisation and refurbishment of members’ ofﬁ cers is continuing and will deliver in the next period.

BM Mbete Speaker National Assembly MJ Mahlangu Chairperson National Council of Provinces STRATEGIC PLAN FOR THIRD PARLIAMENT 9 10 STRATEGIC PLAN FOR THIRD PARLIAMENT Accounting Ofﬁ cer I am pleased to present the Strategic Plan of the Parliamentary Content Management for Parliament.
This reviewed Strategic Plan System, the enhancement of dedicated provides the planning framework for the capacity for committees in their oversight implementation of the new vision of the 3rd work, and the successful hosting of the Parliament, for the years 2004 to 2009.

118th Inter-Parliamentary Union Assembly in the ﬁ rst weeks of April 2008.
The Strategic Plan provides the strategic objectives and serves as the In its efforts to reach the desired vision, implementation framework of how the new Parliament will continue throughout the vision will be reached, providing milestones 2008/09 ﬁ nancial year to implement and measurable objectives for this.

projects and initiatives as set out by the Strategic Plan for the 3rd Parliament.
The past year has seen Parliament in full These include the further enhancement of stride as it implements the strategic intent committee capacity for oversight work with outlined in its vision to build an effective a focus on content specialists, the continued people’s Parliament that is responsive to the improvement of services rendered by needs of the people and that is driven by Parliamentary Communication Services, the ideal of realising a better quality of life the implementation of the Members’ ofﬁ ce for all the people of South Africa.
refurbishment project, the space utilisation project, and the launch of the intranet.

Several projects were successfully concluded including the adoption of the new I wish to thank ofﬁ cials of Parliament for Oversight Model, the establishment of the their support for the implementation of the Parliamentary Democracy Ofﬁ ces, the launch vision.

ZA Dingani Secretary to Parliament STRATEGIC PLAN FOR THIRD PARLIAMENT 11 12 STRATEGIC PLAN FOR THIRD PARLIAMENT I.
STRATEGIC OBJECTIVES - SETTING POLICY DIRECTION Vision: To build an effective people’s Parliament that is responsive to the needs of the people and that is driven by the ideal of realising a better quality of life for all the people of South Africa.

STRATEGIC PLAN FOR THIRD PARLIAMENT 13 I.


STRATEGIC OBJECTIVES SETTING POLICY DIRECTION 1.1 STRATEGIC OVERVIEW AND KEY POLICY DEVELOPMENTS On 27 April 1994, the ﬁ rst democratic Parliament was elected in South Africa, representing the hopes and aspirations of all South Africans.

The birth of a new democratic South Africa was celebrated.

The newly founded Parliament was established and based on the values and prescripts of the Constitution of the Republic of South Africa.
Parliament was elected to represent the people and to ensure government by the people under the Constitution, and to represent the provinces in the national sphere of government.

The establishment of the ﬁ rst democratic Parliament meant that Parliament, as an institution, was to undergo unprecedented and fundamental transformation as required by the interim constitution and later the new Constitution.

A complete and wholly new institution was to be established, on democracy.
The tradition of committees meeting behind closed doors ended as these meetings were opened to the public.

Ordinary people, representatives of interest groups, business and trade unions became a familiar sight in Parliament’s corridors.

Newly introduced programmes by the 3rd Parliament include the ‘Taking Parliament to the People’ campaign and the ‘People’s Assembly’.
Building a democratic Parliament that is transparent and responsive to the electorate, and that develops and follows a legislative agenda that is aimed at accelerating the transformation of the South African society, has been Parliament’s overriding policy and strategic objective since 1994.

Since the ﬁ rst democratic elections, signiﬁ cant transformation has occurred through the legislative process.
The period 1994 to 2004 saw a sustained focus on eradicating the statute books of discriminatory legislation and laying the foundations for a democratic and open both the political and administrative levels.

society.

New rules, procedures, mechanisms and capacities were needed to effect the work of the new Parliament.
One of the most signiﬁ cant changes for Parliament was the establishment of an entirely new House of Parliament, the National Council of Provinces (NCOP), to ensure that provincial interests are taken into account in the national sphere of government.

In addition, new working methods were created, adhering to the During the term of the 3rd Parliament the demand on members of Parliament to engage in oversight activities and participate in international organisations, events and forums increased.
Public participation activities have also increased, whilst the level of ongoing activities in the lawmaking process declined.

In addition the Constitution and relevant legislation inform, and is the anchor, for engagement within the national and international political or central value and theme of our participatory governance environment.
14 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES The year 2007 saw a focus on areas to • Legislation in terms of section 77(3) deepen debate on the role and place of – dealing with procedure to amend money the legislative arm and the relationship Bills before Parliament; between the three arms of the state, • Legislation in terms of section 125(3) and building a people’s Parliament for a – dealing with assistance to provinces developmental state with the ultimate by national government to develop their objective of pushing back the frontiers of capacity and effectiveness; poverty.
The developmental state seeks to • Financial Management of Parliament drive development, in contrast to a free Bill.

market approach, and seeks to improve and rehabilitate the state machinery to deepen democracy and to develop its people.

1.2.a.ii.

Developments in the oversight 1.2 KEY ISSUES process Certain key strategic issues informed the Parliament plays a pivotal role in ensuring that the objectives and values postulated work of Parliament during this term.
These in our Constitution come to fruition.

To included: 1.2.a.

Matters emanating from the core objectives of Parliament: this end the design of its mechanisms for exercising its constitutional mandate of scrutinizing and overseeing government’s action is of paramount importance.

Much of Parliament’s focus in the ﬁ rst decade 1.2.a.i.

Outstanding Legislation of democracy was on ensuring the Certain legislation, required by the landscape in line with the Constitution.
Constitution, must be passed by Parliament.

Due to this, Parliament’s oversight transformation of South Africa’s legislative This includes: function received far less attention – a fact underscored by the reality that the • Legislation in terms of section 6(4) Constitution deals with Parliament’s – to regulate and monitor use of ofﬁ cial legislative authority in much greater detail, languages; compared to its oversight role.
• Legislation in terms of section 47(2) and 106(2) – dealing with the limits on eligibility of a person to become a With the tempering down of Parliament’s legislative workload in the Second and Third member of the National Assembly or Parliaments, and the increased challenge Provincial Legislature; to ensure sound governance and effective • Legislation in terms of section 65(2) service delivery by the executive, the – dealing with uniform procedure for imperative arose to improve Parliament’s casting of votes by provincial delegates in oversight capacity.
The National Assembly, the National Council of Provinces at the beginning of 1999, commissioned (NCOP); research on Parliament’s oversight function.

The research report was tabled in July 1999, STRATEGIC PLAN FOR THIRD PARLIAMENT 15 whereafter the Joint Rules Committee As part of Parliament’s greater oversight (JRC) of Parliament established an Ad Hoc role, the Review of Chapter 9 and Joint Subcommittee to consider and make Associated Institutions was completed by recommendations on the report.
After an ad hoc committee.

This review provided adoption of the subcommittee report by an opportunity to assess the extent to the JRC in March 2004, a joint Task Team which society had been transformed and (TT) was set up in November 2004 to lead human rights entrenched through the the implementation of the subcommittee’s operation of these institutions.

The review proposals.


The Task Team that led the also identiﬁ ed requirements to strengthen implementation process established three these institutions to ensure that they are Focus Groups, namely the Budget, Projects best able to achieve their objectives.

The and Committees Focus Groups.

recommendations of this report will now be considered.
The overarching objective was to develop a model for Parliament’s oversight function In 2006 Parliament conducted a review of that was both in line with the new the impact of the Promotion of Equality strategic vision and that would produce and Prevention of Unfair Discrimination the resultant realignment of resources to Act of 2000.

The review concentrated on fulﬁ l Parliament’s mandate with greater the impact of the Equality Act on the lives efﬁ ciency and effectiveness.
As clearly of women and people with disabilities.

captured in both Parliament’s vision, and A report was tabled in Parliament in the recommendations of the Ad Hoc Joint November 2006.

For Parliament to be Subcommittee, at the core of such a model able to intensify the ﬁ ght against poverty was the desire to establish a “people’s and promote development it is important Parliament”.
to take concrete steps in implementing the recommendations of the review The development of a model for oversight campaign, including a review of the Equality has been conducted due to the fact that Act of 2000, the adequate provision of the Constitution does not elaborate on all monitoring information, and to address mechanisms that are to be put in place speciﬁ c shortcomings in terms of statutory in relation to oversight.

The Task Team requirements for people with disabilities.
therefore had to look at mechanisms that are currently in place and new mechanisms The African Peer Review Mechanism (APRM) that it could adopt, which comply with is a key accountability and self-assessment its constitutional mandate in respect of element of Africa’s development project, the oversight.

New Partnership for Africa’s Development (Nepad).


Parliament needs to develop its The Joint Rules Committee adopted the new capacity to monitor the implementation Oversight Model in April 2008, which will of recommendations of the APRM and to now give way to further implementation of have inclusive project teams working on this conceptual model.

this project.

In this regard the report by the Panel for the Assessment of Parliament is due to be completed during mid 2008.
16 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES 1.2.a.iii.

Increased international 1.2.a.iv.

The need for improved public participation participation As an institution representing the people Parliament aims to improve public of South Africa, Parliament ﬁ nds itself in participation in all parliamentary processes a fast-changing global domain.
Political as set out in the Constitution, and its and economic relations and co-operation commitment to being responsive to the is furthered on global, continental, and electorate.

Parliament is set to improve its regional platforms.

Parliament, as guided public education, provision of information by South Africa’s foreign policy, actively and access to its processes in striving to participates in various regional, continental increase the involvement of people.
and international forums to promote the African agenda and the role South Africa An integrated Public Participation Model plays in this regard.

that integrates public participation into the core functioning of Parliament needs to be These include the African, Caribbean, developed.
The model will inform all public Paciﬁ c-European Union forum, the Inter- participation programmes of Parliament Parliamentary Union, the Commonwealth as well as all supportive communication Parliamentary Association, the Pan-African initiatives.

Parliament still needs to provide Parliament and the SADC Parliamentary adequate information to South Africans Forum.
Parliament’s afﬁ liation to and on the many avenues through which they participation in these organisations results can participate in parliamentary processes.

in commitments that need domestication, This requires an effective public education prioritizing and a set of dedicated human programme.

and other resources.


Parliament has adopted an International Relations policy The challenge remains to develop systems and established the Parliamentary Group and processes in line with Parliament’s on International Relations (PGIR) to guide Oversight and Public Participation models its interaction with the rest of the world to ensure that public participation inputs and how it receives international visitors to received are correctly channelled and Parliament.
utilised by the committees in their oversight and legislative work.

More work needs to be done in terms of building capacity to enable Parliament to Parliament, in its effort to expand its reach engage with international relations issues and provide access, opportunity and space optimally.
This would include a content- for it to directly be in touch with and based executive development programme engage continuously with people ordinarily to develop capacity in international outside national debates in society, relations, establishment of specialist areas established Parliamentary Democracy of work within the International Relations Ofﬁ ces as a pilot project in three provinces Section, and capacity for monitoring the (Northern Cape, North West and Limpopo).
implementation of international agreements by the executive, as well as resolutions adopted at multilateral conferences.

STRATEGIC PLAN FOR THIRD PARLIAMENT 17 An ongoing key activity in a Parliament Supporting Democracies (ISD), the Democracy Ofﬁ ce would be political appointment of public ofﬁ ce bearers, and discussion to obtain people’s views on the discharge of certain statutory functions matters of national importance, major policy as prescribed in legislation.
However, or legislation before Parliament.

In addition there is a need for development and they will assist with realising the public improvement in processes of co-operative participation objectives of Parliament, create government.
an immediate parliamentary presence in the provinces, and ensure a greater level In respect of the budget of Parliament, the of efﬁ ciency in accessing communities and view is that the interaction between the providing ground support for parliamentary Executive and the Presiding Ofﬁ cers needs programmes.

to be better structured to reﬂ ect the status and role of Parliament as an institution Parliament also needs to promote a that exercises oversight over government positive image to South Africans.
The actions.

In this regard, it is believed that establishment of an enabled, sufﬁ ciently it can only be correct to accommodate resourced, comprehensive, and proactive Parliament’s needs as part of the top-sliced communication service to execute an portion of revenue to be agreed between appropriate (internal and external) the Presiding Ofﬁ cers and the Treasury communication strategy on the work Committee.

of Parliament and parliamentarians is essential.


Further work must be done In this regard, a report was commissioned towards promoting a better understanding on the Role and Status of Parliament, of the role of Parliament both internally focusing speciﬁ cally on the role and status, and externally and raising awareness in the powers and functions of Parliament as public domain.
it exercises its co-operative government responsibilities with the Executive, Judiciary In addition, programmes such as the and other organs of state.

People’s Assembly, Taking Parliament to the People, Women’s Parliament and Youth Parliament need to be monitored and assessed.

1.2.a.v.

Developments in the co-operative government processes 1.2.b.
The further development and implementation of institutional policies to guide implementation After the Constitution came into operation, new Joint Rules were approved on Due to the young nature of the democracy 24 March 1999.

The range of issues covered many of the aspects of the Constitution relating to the co-operative government role of Parliament require development of processes and practice.
Many areas have seen advancements, including the greater role of the NCOP in interventions relating to local municipalities, the role of Institutions by the Joint Rules included joint sittings of the Houses, a joint committee system, a joint legislative process, including a process relating to national intervention in provincial government (section 100 of the Constitution), and a Code of Conduct for members.
In establishing the Joint 18 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES Rules Committee (from Joint Rule 53), its Parliament established a Policy functions and mandate broadly extended Management Unit in April 2005 to beyond Parliament’s core business to co-ordinate and facilitate the re-writing and include all aspects of the management and reﬁ ning of existing policies as contained in administration of Parliament.
Furthermore, the Policy Directives and Implementation a range of subcommittees of the Joint Procedures, and the development of new Rules Committee were established, the policies.

A new set of policies has been majority of which focused on domestic developed, signed off and published in matters related to the management and the form of a booklet that has been made administration of the institution.

available to all employees.


The practical reality accompanying The challenge remains that of effective the establishment of the Joint Rules implementation by both managers and Committee was that distinction between employees, of approved policies.

A policy detailed management issues and policy- development process has itself been making became blurred.
As a result, the reviewed to ensure greater participation subcommittees, and even the Joint Rules by relevant role-players in the policy Committee itself, increasingly ended up development process.

Managers have devoting much of their time to issues of been workshopped on the new policy micro-management.

A lack of administrative development process and institutional support for the subcommittees added to the arrangements to ensure smooth difﬁ culties.
A lack of implementation of Joint development and implementation of Rules Committee decisions also occurred.

policies.

As a result, issues of policy and the core business of Parliament were sidelined.

The review of the Policy Directives and the Implementation Procedures is an The new governance model was adopted ongoing process.
Important policies that by the Joint Rules Committee in November were outstanding have been developed 2004, and provides for a Parliamentary and are ready to be workshopped with Oversight Authority that accounts to all employees before going through the Parliament, ie both Houses, and has the approval process.
following responsibilities: • Formulating policy directives for the various services and facilities of Parliament; and • Ensuring policy implementation by giving a broad indication of the levels and extent of the required services and facilities for Parliament and monitoring their implementation.

STRATEGIC PLAN FOR THIRD PARLIAMENT 19 1.2.c.


The development and implementation of modern institutional systems and technologies The objectives of the MSP were to: • Align ICT initiatives to the strategic objectives of Parliament • Align ICT with business requirements Up until 2001, Parliament did not optimally • Improve efﬁ ciencies in Parliament apply or beneﬁ t from the advances of information communication technology (ICT) and modern systems.
The nature of Parliament’s business required the institution to deal extensively with through the improved usage of information • Provide a prioritised portfolio of ICT projects • Provide organisation and governance of information and thus required a reliable ICT information technology foundation to • Parliament has also implemented support its business processes.
a network upgrade and new datacentre Parliament embarked on a new road by changing its Hansard recording system to an automated digital system in 2003, and shortly afterwards introduced a digital sound and voting system in the National Assembly chamber.

1.2.d.
1.2.d.

Increasing the capacity of members and ofﬁ cials, including the development of knowledge and skills, and the support for members Parliament identiﬁ ed the need for a The capacity of members and ofﬁ cials of systematic methodology by which it could Parliament is critical in the performance of roll out its intention to make optimal use their constitutional functions.

The ongoing of modern technologies and systems.


In development and training to ensure the January 2005 Parliament and the State Information Technology Agency (SITA) completed the development of a Master Systems Plan (MSP) for the institution.

necessary knowledge and skills is of utmost importance.
A better understanding of the role of Parliament will help strengthen Parliament and its processes in the long term and ultimately enhance the quality of The MSP recognised areas such as reliable democracy in South Africa.
network infrastructure, support for business processes, access to real time information, Building the required capacity in Parliament systems interoperability, management information, systems consolidation and will require an increase in specialised skills and the development of knowledge convergence, data and information security, and skills.

In this regard, Parliament bandwidth, storage and wireless mobility as implemented the Leadership Development areas for greater improvement.
Programme (LDP) for Members, aimed at creating a virtual parliamentary academic environment in order to create the areas of knowledge required in its activities.

Speciﬁ c areas of the curriculum will focus on the constitutional role of Parliament, the work 20 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES of the Houses, committee work, public • Harnessing communication as participation, and the work of members in a management tool in support of constituencies.
transformation and change management.

Speciﬁ c efforts of the 3rd Parliament to build its capacity to provide better support Within Parliament, the key focus is on the to the work of Members, centred around critical concepts of public involvement and the expansion of capacity in language the involvement of the people.
Issues within services, research and information services, this sphere relate to: information communication technology services, human resource services and the • Gearing Parliament and members, the general support to members.

Despite these institution’s systems and processes, increases in capacity, the need still exists for towards fulﬁ lling the needs of all increased support, directly and indirectly, to South Africans through public Members of Parliament.

participatory, democracy-based and 1.2.e.


Institutional culture and communication supporting implementation sustained approaches.

• Targeting special categories within this broader parliamentary constituency for special afﬁ rmation and empowerment.

The strategic parliamentary communication Internationally, the key focus is on environment can be divided into three consolidating Parliament’s African and broad categories within which the necessary global agenda.
Issues within this sphere strategic communication interventions relate to: reside.

• The development and reﬂ ection of Internally, the key focus is on the creation Parliament’s people-to-people of an effective institution as well as programme in the continent and in the contributing, strategically, to the important world.

processes of passing laws and the exercise • Accentuating Parliament’s strategic of oversight.
Issues within this sphere relate priorities in bilateral, multilateral and to: other co-operative engagements.

• Creation of a mechanism enabled (in terms of capacity, process and location) to execute strategic information and 1.2.f.

Providing a working environment enabling the delivery of services knowledge management.
• Harnessing communication as a strategic Parliament has made great strides in its political tool in support of democracy quest to provide members and staff with and speciﬁ c political objectives of suitable ofﬁ ce, conference and meeting Parliament.

facilities.

Following the refurbishment • Proper identiﬁ cation, prioritisation of 90 Plein Street, most of Parliament’s and the provision of strategic political operational staff were moved there.
This communication support to the different freed up a signiﬁ cant number of ofﬁ ces key stakeholders in the institution.

and committee rooms (previously used as STRATEGIC PLAN FOR THIRD PARLIAMENT 21 ofﬁ ces) in the main parliamentary buildings.

Parliament is also in discussions with DPW Storage facilities and equipment for around the allocation of ﬂ oors 6 and 8 in Parliament’s invaluable artworks collection 90 Plein Street for use by Parliament.

In are currently being upgraded.


addition to these, Parliament has appointed Various committee rooms were refurbished, implementation on future space utilisation and technological functionality added to within and around the parliamentary better facilitate the work of parliamentary complex in order for the institution to an architectural ﬁ rm to spearhead the committees.

However, a number of challenges remain: construct new buildings to meet some of the challenges as outlined above.
The institution also needs to address the • Provide adequate hosting facilities.

disparity in the allocation of furniture to • Facilities to receive foreign dignitaries members.

Often members’ ofﬁ ces are and special visitors.

furnished with old, inappropriate and often • Suites for the President and Leader of damaged pieces of furniture making it Government Business.

impossible for them to adequately perform • Space for the Ofﬁ ce of the Speaker.

their duties.
their duties.

To address these concerns • A Joint Sittings chamber.

Parliament has chosen to establish a • Ofﬁ ce space for the Joint Standing furniture standard and refurnish members’ Committee on Intelligence.

ofﬁ ces.

• Ofﬁ ce accommodation for researchers and analysts, and language practitioners.

• The establishment of the Parliamentary Communications Service and increased capacity to ICT, HR, Procurement and Finance Departments will also entail additional demand for ofﬁ ce space.
• The provision of secretarial support to members.

• Adequate parking space for Members, the public and visitors.

In general, it is estimated that Parliament has a long-term space shortage of some 1100 workspaces should it try to accommodate the current pressing and planned expansion of its capacity demands.

In response to Parliament’s spatial needs the Department of Public Works (DPW) has allocated Africa House, the former British High Commission, for use by Parliament.
A democratic and open society in which government is based on the will of the people and every citizen is equally protected by law.

22 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES 1.3 VISION As the second Parliament increased its role in transforming the political, socioeconomic and other areas of the South African society through the passing of Bills, the Presiding Ofﬁ cers and management became aware of the lack of a common vision to take the institution towards the future.
The vision for Parliament is the future dream and In January 2003, separate processes were initiated for the National Assembly and the National Council of Provinces to facilitate discussions on the vision for Parliament.

By then the Parliamentary Service had also engaged on the matter and put forward certain proposals to the Presiding Ofﬁ cers.

As a result of these processes, both the National Assembly and the National Council of Provinces produced working documents, ambition.
It is within sight, but out of reach.

recording the inputs and discussions of members during these sessions.

The question arose as to why Parliament should develop a vision?

Several responses were put forward in putting the case for a vision, including: The new vision and mission of Parliament were adopted by both Houses of Parliament on 22 February 2005.
• A need for a vision because of certain The new vision is: political imperatives – the need for political leadership and strategy – as a leading institution in deepening democracy in South Africa.

To provide institutional vision and leadership to steer the institution, to live out the values of the newly created South Africa.

• A need for a vision because of legal imperatives, being the functions assigned by the Constitution and the mandate of Parliament, as provided by the people of South Africa.
To respond to the call and will of the people, being a responsive Parliament, a people’s Parliament.

To discharge its legal functions assigned by the Constitution and various other Acts.

• Why do we need a vision?

To create a uniﬁ ed momentum that will steer the functions and daily activities of Parliament, provide focus, and lend itself to the optimum utilisation of resources, provide leadership as to what is the intent of Parliament, and advance implementation and service delivery.
To build an effective people’s Parliament that is responsive to the needs of the people and that is driven by the ideal of realising a better quality of life for all the people of South Africa.

This new vision means: • A people’s Parliament to transform an entire society.

Establishing a society based on democratic values, social justice and fundamental human rights.
• A people’s Parliament of freely elected representatives building on the foundation of a democratic and open society based on the will of the people, their participation and access to Parliament.

• A people’s Parliament providing a national forum for public consideration of issues, which includes educating, informing and involving the people of South Africa in its processes and acting as a voice of the people.
STRATEGIC PLAN FOR THIRD PARLIAMENT 23 • A people’s Parliament co-operating 1.4 STRATEGIC OBJECTIVES with other spheres of government as it deepens and entrenches our democratic values.

• A people’s Parliament working with continental and international bodies to create a new democratic and participatory world order.

In order to reach the desired vision, the vision is further subdivided into a range of strategic objectives.
Each strategic objective groups together a main theme extracted from the vision, and provides for further subdivision into concrete and • A people’s Parliament passing good manageable outputs, as projects, that will laws, and scrutinising and overseeing be implemented.

executive action, as it moves to improve the quality of life of the people of South Africa, building a united and democratic South Africa.

The vision will be reached through the implementation of Strategic Objectives.
The set of strategic objectives leading the realisation of the vision includes building a quality process of scrutinising and overseeing government’s action, ensuring a people’s Parliament that is responsive to the needs of all the people of South Africa, and building an effective and efﬁ cient institution.
The following strategic objectives are set for implementation: Build an effective and efﬁ cient institution Build a quality process for conducting oversight 24 STRATEGIC PLAN FOR THIRD PARLIAMENT Build a people’s Parliament that is responsive to the needs of the people CHAPTER 1: STRATEGIC OBJECTIVES 1.4.a.

Build a quality process of scrutinising and overseeing government’s action 1.4.c.
Build an effective and efﬁ cient institution Objective: Objective: Build an oversight process that ensures Build an effective and efﬁ cient institution.

a quality process of scrutinising and overseeing government’s action, and that is driven by the ideal of realising a better quality of life for the people of South Africa.
Areas: Develop a quality oversight and Areas: Improve institutional governance and policy, implement modern systems and technologies, improve human resource capacity, provide an institutional culture that enables service delivery, improve accountability process, conduct research into communication, provision of space, best practices of oversight and international accommodation and facilities.
1.5 PROJECTS The Strategic Objectives are further divided into 64 strategic projects spread across the ﬁ ve-year term of the third Parliament.

These projects are illustrated in the attached diagram.

Since 2004 Parliament has successfully implemented 33 projects, 16 are currently managed at different stages of the project cycle (initiation, planning, execution or closure) and 15 projects are still to be initiated.
Details of these projects are available in annexure 4.1. practices on oversight, develop an oversight model, prepare legislation and procedure, determine and implement systems and human resource capacity for the function of the process.

1.4.b.
1.4.b.

Further build a people’s Parliament that is responsive to the needs of all the people of South Africa Objective: Further build a people’s Parliament that is responsive to the needs of all the people of South Africa, deepening public participation and involvement, and being people-centred.
Areas: Instill the value of being people-centred in the institution, provide opportunities to deepen democracy, be responsive to people’s needs, conduct programmes and projects furthering education and information about Parliament, act as the voice of the people, include people on the periphery, provide access to Parliament, take Parliament to the People, set up Parliamentary Democracy Ofﬁ ces.
STRATEGIC PLAN FOR THIRD PARLIAMENT 25 STRATEGIC OBJECTIVES In order to reach the desired vision the following strategic objectives will be met: 1.

Build a quality process of scrutinising and overseeing government’s action.

Objective: Build an oversight process that ensures a quality process of scrutinising and overseeing government’s action, and that is driven by the ideal of realising a better quality of life for the people of South Africa.
Areas: Develop a quality oversight and accountability process, conduct research into best practices of oversight and international practices on oversight, develop an oversight model, prepare legislation and procedure, determine and implement systems and human resource capacity for the function of the process.

2.

Further build a people’s Parliament that is responsive to the needs of all the people of South Africa.
Objective: Further build a people’s Parliament that is responsive to the needs of all the people of South Africa, deepening public participation and involvement, and being people-centred.
Areas: Instill the value of being people-centred in the institution, provide opportunities to deepen democracy, be responsive to people’s needs, conduct programmes and projects furthering education and information about Parliament, act as the voice of the people, include people on the periphery, provide access to Parliament, set up Parliamentary Democracy Ofﬁ ces.

3.

Build an effective and efﬁ cient institution.

Objective: Build an effective and efﬁ cient institution.
Areas: Improve institutional governance and policy, implement modern systems and technologies, improve human resource capacity, provide an institutional culture that enables service delivery, improve communication, provision of space, accommodation and facilities.
Projects completed Projects in implementation Projects to implement 26 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES Develop rules for oversight process Delegated Legislation Parliamentary Communication Services Restructure Parliamentary Communication Services Restructure 118th IPU Assembly 118th IPU Assembly African Parliament establishment 10 Year Review Parliamentary policy project Establishment of OD & Policy Units STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 1: STRATEGIC OBJECTIVES please turn over STRATEGIC PLAN FOR THIRD PARLIAMENT 27 28 STRATEGIC PLAN FOR THIRD PARLIAMENT II.
CORE OBJECTIVES – ROLE AND BUSINESS OF PARLIAMENT Mission: As the freely elected representatives of the people of South Africa, our mission is to represent, and act as a voice of the people, in fulﬁ lling our constitutional functions of passing laws and overseeing executive action.

STRATEGIC PLAN FOR THIRD PARLIAMENT 29 II.

CORE OBJECTIVES ROLE AND BUSINESS OF PARLIAMENT 2.1 MANDATE AND MISSION The 1994 elections ushered in a new for a democratic and open society in democratic order in South Africa.
The which government is based on the will extraordinary participation by South of the people and every citizen is equally Africans showed that we desired to heal the protected by law.

It stipulates the values divisions of the past and establish a society and mechanisms for governance of our based on democratic values, social justice unique people-centred democracy.

and fundamental human rights.


The Constitution sets a single, sovereign The process of negotiations, which preceded democratic state where governance is the 1994 elections, resulted in the drafting effected through Parliament, the Executive of a new Constitution, as adopted on 8 May and the Judiciary.

In the Republic the 1996 by the Constitutional Assembly.
The legislative authority is vested in Parliament, Constitution was adopted as the supreme the executive authority is vested in the law of the Republic and lays the foundations President, and the judicial authority is vested in the Courts.
People 30 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES Parliament’s role and ultimate outcome other processes and in its committees, is to represent the people and ensure has the responsibility to promote the government by the people under the principles of co-operative government and Constitution, as well as represent the intergovernmental relations, and ratiﬁ es provinces in the national sphere of international agreements which are binding government.

on the Republic.
on the Republic.

This mandate of Parliament is achieved Parliament as an organ of state, through through passing legislation, overseeing legislative and other measures, must assist government action, and the facilitating and protect the courts and state institutions, of public involvement, co-operative to ensure their independence, impartiality, government and international participation.

dignity, accessibility and effectiveness.


The role of Parliament includes the This mandate of Parliament determines its promotion of the values of human dignity, reason for existence.

It is the origin of the equality, non-racialism, non-sexism, the institution, and is based on the provisions supremacy of the Constitution, universal of the Constitution of the Republic of adult suffrage and a multi-party system South Africa, Act 108 of 1996, establishing of democratic government.
It upholds our Parliament and setting out the functions citizens’ political rights, the basic values and it performs.

Parliament therefore fulﬁ ls principles governing public administration, this mandate by performing the following and oversees the implementation of functions: constitutional imperatives.
Function 1: Pass legislation (laws) It provides legislation that prevents or Function 2: Scrutinise and oversee executive prohibits unfair discrimination, and holds members of the Executive accountable, action (keep oversight of the Executive and organs of state) collectively and individually.
In this the Function 3: Facilitate public participation National Assembly, by a resolution adopted and involvement in the with a supporting vote of at least two thirds legislative and other processes of its members, may remove the President Function 4: To participate in, promote from ofﬁ ce.

The National Assembly can and oversee co-operative furthermore, by a vote supported by a government majority of its members, pass a motion of Function 5: To engage in, no conﬁ dence in the Cabinet.
Parliament also provides multi-party participate in, and oversee international relations parliamentary committees to have oversight The mandate of Parliament provides of all security services in a manner direction to set the mission, indicating the determined by the national legislation or purpose of Parliament and describing its the rules and orders of Parliament.

main business.
main business.

Parliament further facilitates public involvement in the legislative and STRATEGIC PLAN FOR THIRD PARLIAMENT 31 The mission is: As the freely elected representatives of the people of South Africa, our mission is to represent, and act as a voice of the people, in fulﬁ lling our constitutional functions of passing laws and overseeing executive action.

Our mission indicates our core business, the functions of Parliament, as described in the Core Objectives.
2.2 CORE OBJECTIVES The Core Objectives of Parliament are to pass legislation (laws), to scrutinise and oversee Executive action (keep oversight of the executive and organs of state), to facilitate public participation and involvement in the legislative and other processes, to participate in, promote and oversee co-operative government and to engage in, participate in, and oversee international relations.
The outputs for the Core Objectives include Bills passed, questions put to the Executive, annual reports tabled and scrutinised, public participation facilitated, participation in international forums and organisations, approved international agreements, appointed public ofﬁ ce bearers, and discharged statutory functions.

The Core Objectives of Parliament therefore indicate our main business.
According to the output of the Core Objetcives Parliament has set its Selected Performance Indicators (see Table 1).

Core Objectives 1 Pass Legislation 2 3 4 5 Conduct Oversight Public Participation Co-operative Government International Participation People 32 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES TABLE 1: SELECTED PERFORMANCE INDICATORS 2.2. a.

CORE OBJECTIVE 1: To pass laws (legislation) Bills are introduced in Parliament by the Executive or initiated by Parliament itself.
Bills are classiﬁ ed in terms of the Constitution as section 74 Bills (constitutional amendments), section 75 Bills (ordinary Bills not affecting provinces), section 76 Bills (ordinary Bills affecting provinces), and section 77 Bills (money Bills).
PASSING LEGISLATION R E B M U N 150 120 90 60 30 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Bills Introduced Bills Passed 51 52 108 108 116 142 89 108 108 137 66 60 70 70 85 69 70 75 74 61 25 40 42 39 35 28 51 45 In the 5 years after the ﬁ rst democratic elections, signiﬁ cant transformation occurred through the legislative process.
The period 1994 to 2004 saw a sustained focus on eradicating the statute books of discriminatory legislation and laying the foundations for a democratic and open society.

The ﬁ rst ﬁ ve years therefore saw an increase in Bills introduced in Parliament and subsequent Acts passed.

With this important work mostly completed there has been a gradual decline in the number of Bills introduced in Parliament.

STRATEGIC PLAN FOR THIRD PARLIAMENT 33 2.2.b.


CORE OBJECTIVE 2: To oversee and scrutinise executive action (oversight) As part of the oversight function of Parliament, members put questions to the Executive for oral or written reply.

Questions may be put to the President, Deputy President or Ministers.

In addition to questions and replies, the oversight function includes the tabling of reports in Parliament by institutions accounting to it.
Annual reports are tabled by national departments, state institutions supporting constitutional democracy, public entities, and sector education and training authorities.

In this parliamentary committees require government ofﬁ cials to appear before them.

Further oversight activities include site visits, reports and brieﬁ ngs to committees, and the budget process.
QUESTIONS AND REPLIES R E B M U N 2000 1000 0 NA NCOP Replied 714 1279 2432 3293 2890 1993 4581 3472 3399 2987 1927 2709 2476 2593 275 2813 During 2007 a total of 2593 questions were put to the executive in the National Assembly and 275 in the National Council of Provinces.

A total of 2813 replies were given.


Furthermore committees of Parliament considered 196 annual reports, conducted 92 oversight visits and held 137 public hearings.

34 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES 2.2.c.

CORE OBJECTIVE 3: To facilitate public participation and involvement The participation of the public in the processes of Parliament, their access to the institution and its members, and information provided to the public remain a vital focus of Parliament.
Public participation activities include public hearings, outreach programmes, radio programmes and broadcasts, television broadcasts, publications, newsletters, promotional material and the website.

Parliament’s sectoral programmes for public participation includes the People’s Assembly, Taking Parliament to the People, the Women’s Parliament and the Youth Parliament.
VISITORS TO PARLIAMENT 35000 30000 R E B M U N 25000 2000 Total number of visitors 200 2001 2002 2003 2004 2005 2006 2007 20898 21806 21086 25518 27998 29600 30015 27106 Since 2001 no fewer than 60 publications have been produced in Parliament – these include books, brochures, catalogues, fact sheets, newsletters, pamphlets and reports.

In 2004, 848 educational and informational radio spots reached 21 million people; this was broadcast in all ofﬁ cial languages.
Interviews with members were also ﬂ ighted on radio.

In 2007 the People’s Assembly was held in Mbizana whilst the Taking Parliament to the People programme took place in North West and Western Cape.
STRATEGIC PLAN FOR THIRD PARLIAMENT 35 VISITORS TO PARLIAMENTARY WEBSITE 2000000 1500000 R E B M U N 1000000 500000 0 Web Hits 1997 7795 1999 33617 2000 2001 2002 2003 2004 2005 2006 2007 185260 216143 143909 596601 681276 998487 1767047 1332973 The Parliamentary Website project was completed in November 2007 with the website going live on 8 February 2008.
The primary objective of this project was to build a new integrated, interactive and dynamic website in order to provide a two-way participative relationship between Parliament and the citizens of South Africa, Members of Parliament, relevant stakeholders, international governments and the media, using the web channel.

A people’s Parliament to improve the quality of life of all citizens and free the potential of each person.

36 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES 2.2.d.
CORE OBJECTIVE 4: To participate in, promote and oversee co-operative government Parliament plays a major part in facilitating but are prohibited from interfering with co-operative government by working their functioning.
Most of the Chapter 9 with the other arms of government in the discharge of certain statutory institutions are accountable to the National Assembly and must report to it at least functions as prescribed in legislation, the once a year on their activities and the appointment of public ofﬁ ce bearers, and performance of their functions.

approving instruments such as international agreements.
As part of Parliament’s greater oversight role, the Review of Chapter 9 and A range of functions and duties are assigned Associated Institutions was completed by to Parliament in the Constitution and in an ad hoc committee.

This review provided many other laws that have been placed on an opportunity to assess the extent to the statute book over the years.

which society had been transformed and human rights entrenched through the Most of these functions concern the operation of these institutions.
The review appointment and dismissal of ofﬁ ce-bearers also identiﬁ ed requirements to strengthen of the institutions supporting democracy these institutions to ensure that they are (Chapter 9 of the Constitution) such as the best able to achieve their objectives.

The Auditor-General, Public Protector, various recommendations of this report will now be commissions and also other boards and considered.

councils.
However, the functions also include obligations as diverse as the ratiﬁ cation of international protocols and conventions; determining the President’s salary and allowances; receiving and considering quarterly reports on all conventional arms exports; conﬁ rming the provisional suspension of magistrates; approving the salaries, allowances and beneﬁ ts of magistrates and judges, as determined by the President; consenting to the extension of the operation of sections of the Criminal Law Amendment Act; agreeing to the excision of land from a national park; and approving proposals for the leasing of sea space in terms of the Sea-Shore Act.
All organs of state, including Parliament, are required to assist and protect the Chapter 9 institutions to ensure their independence, impartiality, dignity and effectiveness, STRATEGIC PLAN FOR THIRD PARLIAMENT 37 2.2.e.

CORE OBJECTIVE 5: To engage in, participate in, and oversee international relations Parliament facilitates and participates in several international relations activities including multilaterals, bilaterals, international forums and organisations.
These include the African, Caribbean, Paciﬁ c-European Union forum, the Inter- Parliamentary Union, the Commonwealth Parliamentary Association, the Pan-African Parliament and the SADC Parliamentary Forum.

Several incoming visits and outgoing delegations are facilitated annually.
INTERNATIONAL AGREEMENTS ADOPTED R E B M U N 200 150 100 50 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 231(2) 231(3) 22 0 19 0 18 5 24 71 18 45 15 177 13 77 39 74 27 33 19 21 19 0 16 0 16 16 Parliament hosted the 118th Inter-Parliamentary Union assembly from 10-18 April 2008.

The theme of the Assembly was pushing back the frontiers of poverty.
The Assembly was attended by 1,467 delegates from 130 countries which included 700 members of national parliaments, 51 presiding ofﬁ cers, 42 deputy presiding ofﬁ cers and 196 women MPs.
The Assembly discussed issues around the: • Political, economic and social situation in the world with special emphasis on pushing back the frontiers of poverty • The role of parliaments in striking a balance between national security, human security and individual freedoms, and in averting the threat to democracy • Parliamentary oversight of state policies on foreign aid • Migrant workers, people trafﬁ cking, xenophobia and human rights.
38 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES STRATEGIC PLAN FOR THIRD PARLIAMENT 39 2.3 SERVICES SUPPORTING THE CORE OBJECTIVES In order to enable Members of Parliament to fulﬁ l their constitutional functions, Parliament provides support and administrative services clustered in Divisions.
The following services are provided: • The National Assembly Table Division provides Members of the National Assembly with procedural advice and guidance for proceedings (tablings, plenary sessions and House Rules) and related administrative services.

• The Institutional Support Division provides accommodation and housekeeping, catering services, artworks management, and documentation management.
• The Human Resources Division provides support for human resources including organisational wellness, learning and development, and organisational resourcing.

• The Corporate Services Division provides support in ICT including business support, Master Systems Plan implementation, ICT operations, sound and vision and the Marang centre of excellence.
• The National Council of Provinces Table Division provides Members of the National Council of Provinces with procedural and legal advice for proceedings (tablings, plenary sessions and House Rules) and related administrative services.

• The Ofﬁ ce of the Secretary provides overall management and services for communication, international relations, members’ interests, legal affairs, ﬁ nance management, protocol and protection services.
• The Legislation and Oversight Division provides The following outputs are delivered by the Divisions of research and administrative support for committees, Parliament: provision of interpretation and translation services, and the production of the ofﬁ cial record of Parliament (Hansard).
National Assembly Table Division OVERALL PROCEDURAL ADVICE AND GUIDANCE ON, AND SUPPORT IN RESPECT OF, NATIONAL ASSEMBLY AND PARLIAMENTARY PROCEEDINGS AND PROCEDURES, AND RELATED ADMINISTRATIVE SERVICES RESPONSIBILITY/LEVEL SECRETARY TO THE NATIONAL ASSEMBLY Service Output KPI Advice and guidance on Advice and guidance on Comprehensive, reliable, clear and parliamentary proceedings and parliamentary proceedings and timely advice and guidance procedures Support in respect of procedures provided Support in respect of Comprehensive, accurate and parliamentary proceedings and parliamentary proceedings and clear processes and procedures procedures procedures provided Chamber and administrative Chamber and administrative House functioning smoothly support support rendered Procedural advice and support in Procedural advice and support in Timely, comprehensive, clear respect of external parliamentary respect of external parliamentary interaction interaction provided 40 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES National Council of Provinces Table Division OVERALL PROCEDURAL AND LEGAL ADVICE AND SUPPORT IN RESPECT OF NATIONAL COUNCIL OF PROVINCES AND PARLIAMENTARY PROCEEDINGS, AND RELATED ADMINISTRATIVE SERVICES RESPONSIBILITY/LEVEL SECRETARY TO THE NATIONAL COUNCIL OF PROVINCES Service Procedural advice Legal advice relating to procedural issues in the NCOP Output KPI Procedural advice provided and No constitutional comebacks; procedural guidance produced smooth functioning of the House Legal advice provided Timely, well-reasoned, functional Scheduling of House business Programme for NCOP delivered 100% accurate, timely Information and communication Information provided 100% accurate, timely to facilitate the processing of legislation Security and protocol services Safe chamber; controlled access; No incident; no unauthorised protocol services rendered access; no breach of protocol Administrative support to committees and the House Minutes of plenaries and House 100% accurate records committees prepared A people’s Parliament educating, informing and involving the people of South Aﬁ ca in its processes and acting as a voice of the people.
STRATEGIC PLAN FOR THIRD PARLIAMENT 41 Legislation and Oversight Division PROCEDURAL, ADMINISTRATIVE, INFORMATION AND LANGUAGE SUPPORT SERVICES TO PARLIAMENT IN ITS LEGISLATIVE, OVERSIGHT AND RELATED FUNCTIONS RESPONSIBILITY/LEVEL DIVISION MANAGER LEGISLATION AND OVERSIGHT Service Facilitation of the processing of legislation Output Bills published for introduction Amended Bills processed Acts produced in printed form KPI Accurate and timely Accurate and timely Accurate and timely Procedural guidance and Procedural advice and guidance provided Appropriate and timely advice in relation to committee on committee proceedings and procedures proceedings and procedures (excluding House committees) Administrative and logistical Administrative and logistical support support to committees provided to committees Timely, appropriate, accurate and efﬁ cient Library and research services Issue briefs, analytical papers, conference Timely, accurate and to members, committees, management and staff papers, background documents, analytical comparative studies and subject ﬁ les produced and disseminated Library collection developed and maintained Provision of interpreting Simultaneous interpretation services Accurate and ﬂ uent services provided Production of ofﬁ cial report of Ofﬁ cial report of debates in both Houses Timely and accurate debates in both Houses produced Translation of debates and Ofﬁ cial documents translated from other Timely and accurate ofﬁ cial documents from other languages into English languages into English Facilitation of participation of Participation by executive facilitated Timely the executive in the legislative and oversight functions 42 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES Human Resource Division ORGANISATIONAL WELLNESS, LEARNING AND DEVELOPMENT, AND ORGANISATIONAL RESOURCING RESPONSIBILITY/LEVEL DIVISION MANAGER HUMAN RESOURCES Service Output KPI Provision and Development of Human Organisational Wellness Resources and Organisational Wellness Labour Relations Support,
 Functions and Activities Safety & Health Learning & Development Training & Development Performance improvement Capacitated and resource establishment with skilled and competent professionals Staff retension and strategic and operational effectiveness of institutional programmes Productive, sound and healthy staff and Organisational Resourcing staff relations Stafﬁ ng Talent Managing Administration Corporate Services Division ICT INCLUDING BUSINESS SUPPORT, MASTER SYSTEMS PLAN IMPLEMENTATION, ICT OPERATIONS, SOUND AND VISION AND THE MANRANG CENTRE OF EXCELLENCE RESPONSIBILITY/LEVEL DIVISION MANAGER CORPORATE SERVICES Service Output KPI Information and Communication ICT Leadership Technology Services Master Systems Plan and systems provided ICT Operations and systems support Infrastructure support services Provision of audio & video services Marang Centre of Excellence Reliable and innovative business application support Smooth operations of business and technology support system Recorded, archived parliamentary proceedings and broadcast material STRATEGIC PLAN FOR THIRD PARLIAMENT 43 Institutional Support Division CATERING SERVICES, HOUSEHOLD SERVICES, ARTWORK MANAGEMENT, AND DOCUMENT MANAGEMENT FOR PARLIAMENT RESPONSIBILITY/LEVEL DIVISION MANAGER INSTITUTIONAL SUPPORT Service Output KPI Telephone administration Telephone system managed Accurate billing, contracts implemented Accommodation and housekeeping services Accommodation and housekeeping services managed Availability, clean, timely Artworks management Artworks managed Preserved, recorded and maintained, accessible Catering services Catering service provided Timely, quality, within budget Document management Paper-based artifacts and records preserved; Timely, quality preservation records of Parliament archived; Accessibility, ease of retrieval parliamentary papers distributed; registry managed; documents printed; books and documents bound Timely Complete, accessible, ease of retrieval Timely, quality
 Timely, quality A people’s Parliament providing a national forum for public consideration of issues.
44 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 2: CORE OBJECTIVES Ofﬁ ce of the Secretary COMMUNICATION SERVICES, INTERNATIONAL RELATIONS, FINANCE MANAGEMENT, LEGAL SERVICES, MEMBERS’ INTERESTS, STRATEGIC MANAGEMENT, PROTOCOL AND SECURITY RESPONSIBILITY/LEVEL SECRETARY TO PARLIAMENT Service Output KPI Parliamentary Communication Services Communication services management Positive feedback from public and members Multi-media productions Media management Public relations management Information and content development Specialist communication services Public education International relations Advice on international relations As per requirement Finance management Content support Administrative and logistical support for international relations provided Budget prepared; transactions processed; control exercised; facilities for members administered; According to budget guidelines, accurate and complete Valid, accurate and complete Reconciled with budget According to PS policy Legal services Legal services provided Timeous, well reasoned, functional members’ support provided As per request Recording of members’ interests Register of Members’ Interests 100% accurate Protection services Users and property of Parliament Secure environment Protocol service protected Protocol service According to protocol policy STRATEGIC PLAN FOR THIRD PARLIAMENT 45 46 STRATEGIC PLAN FOR THIRD PARLIAMENT III.
DELIVERING THE STRATEGY - ORGANISATION AND RESOURCES Values: Constitutionality We subscribe to social justice, fundamental human rights and the democratic values of human dignity, equality and freedom as listed in the Bill of Rights, a cornerstone of democracy in South Africa.

People-centredness We respect all our people, honour our integrity and are committed to service delivery.

Co-operative government We co-operate with other spheres of government.
Professionalism and good institutional governance We are accountable and transparent, provide value for money, are customer-focused and strive for the highest service quality.

STRATEGIC PLAN FOR THIRD PARLIAMENT 47 III.

DELIVERING THE STRATEGY ORGANISATION AND RESOURCES 3.1 VALUES Our values guide the management of Parliament.
Our values are formed by Constitutionality We subscribe to social justice, fundamental human rights and the democratic values of human dignity, equality and freedom as that which we treasure and hold dear.

It listed in the Bill of Rights, a cornerstone of forms the foundation that will give rise democracy in South Africa.

to policies, which provide guidance in the implementation of everyday services and projects.
People-centredness We respect all our people, honour our integrity and are committed to service The values of Parliament are derived from delivery.

the role that Parliament plays in the context of our democracy.

Therefore our values are formed by the people of South Africa, the Co-operative government We co-operate with other spheres of Constitution, our co-operation with other government.
arms of government, and our will to act with professionalism and good institutional Professionalism and good institutional governance.

We keenly believe in the following: governance We are accountable and transparent, provide value for money, are customer-focused and strive for the highest service quality.

48 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY 3.1.a Constitutionality life of all citizens and to free the potential of each person.
We are responsive to the We are, ﬁ rstly, guided by all the values and needs of the people, and are committed to principles embedded in the Constitution service delivery and acting with integrity.

– our foundation for establishing a society based on democratic values, social justice, 3.1.c Co-operative government and fundamental human rights.
We embrace and uphold the Bill of Rights, the As part of the three arms of government, cornerstone of democracy in South Africa Parliament is committed to co-operate with which enshrines the rights of all people the other arms of government to provide in our country and afﬁ rms the democratic effective, transparent, accountable and values of human dignity, equality and coherent government for the Republic as freedom.

a whole.
a whole.

We preserve the peace, national unity and indivisibility of the Republic, and We respect, protect, promote and fulﬁ l secure the wellbeing of the people of South the rights enshrined in the Bill of Rights, Africa.
We are loyal to the Constitution, where everyone is equal before the law, the Republic and its people, and respect has inherent dignity and the right to have the constitutional status, institutions, their dignity respected and protected; powers and functions of government in where everyone has the right to life, other spheres.
We are committed to not freedom and security, and where no one assume any power or function except those may be subjected to slavery, servitude or conferred on Parliament in terms of the forced labour; where everyone has the Constitution, and to exercise our powers and right to privacy, freedom of conscience, perform our duties in a manner that does religion, thought, belief and opinion; not encroach on the geographical, functional where everyone has the right to freedom or institutional integrity of government of expression, the right to assemble and in another sphere.
We co-operate with demonstrate, and freedom of association.

other government arms and spheres in 3.1.b People-centredness Secondly, we honour and respect the mutual trust and good faith by fostering friendly relations, assisting and supporting one another, informing one another of, and consulting one another on matters people of South Africa, believing that South of common interest.

We co-ordinate our Africa belongs to all who live in it, united actions with one another, adhere to agreed in our diversity.
We believe in building procedures, and avoid legal proceedings our democratic and open society in which against one another.

government is based on the will of the people, aimed at improving the quality of STRATEGIC PLAN FOR THIRD PARLIAMENT 49 3.1.d Professionalism and good institutional governance 3.2 POLICIES Parliament as an institution is committed and regulate the daily implementation of to being a professional organisation which services and projects.
These cover: The parliamentary policies seek to guide subscribes to good governance.

We are committed to being accountable and • Policy on Code of Ethics and Conduct for transparent, providing value for money, Managers and Designated Employees and being customer-focused.
We commit • Policy on Acceptance of Gifts and ourselves to a good work ethic and strive Beneﬁ ts for the highest service quality, including the • Policy on Career Management following: • Policy on Cell Phones • Policy on Donor Funding • Subscribing to a high standard of • Policy on Employee Conduct professional ethics.

• Policy on HIV & AIDS • The efﬁ cient, economical and effective • Policy on International Participation by use of resources.

Employees • Being developmental-orientated.


• Policy on Leave of Absence • Providing services in an impartial, fair, • Policy on Library Collection and equitable manner.

Development • Responding to the needs of the people, • Policy on Parliamentary Records and encouraging the public to participate • Policy on Performance Management in policy-making.

• Policy on Promotions • Having accountable administration of • Policy on Recruitment and Selection Parliament.
• Policy on Sexual Harassment • Ensuring transparency by providing the • Policy on Smoking public with timely, accessible and • Policy on Succession Planning accurate information.

• Policy on Learning and Development • Providing good human resource • Policy on Travel, Accommodation and management and career-development S&T practices to maximize human potential.
• Broadly representative public administration with employment and management practices based on ability, objectivity, fairness, and the need to address the imbalances of the past.

50 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY 3.3 ORGANISATIONAL DESIGN The organisational structure is designed 3.5 PERFORMANCE MANAGEMENT to ensure proper operational and The performance management system is administrative management of Parliament.
part of the strategic management processes The structure is based on commonality of planning, budgeting, performance of functions with a view to preventing management and reporting.

unnecessary duplication.

The structure is subdivided into Divisions, Sections, Units The main objectives of performance and Ofﬁ ces.
The main components include management are evaluative and Ofﬁ ce of the Secretary to Parliament, developmental in nature: evaluation of National Assembly Division, National performance to ensure achievement of Council of Provinces Division, Legislation performance objectives, and identiﬁ cation and Oversight Division, Corporate Services of gaps in performance and development Division, and Institutional Support Division.
of initiatives to address these gaps through As the institution moves from being function relevant human resource development driven to becoming more process driven, initiatives.

The assessment of managerial this current structure might need to be competencies is a key component of the reviewed.

performance system.
performance system.

3.4 HUMAN RESOURCES The key processes of performance planning, contracting, review and assessment will be The staff establishment consists of 1182 strengthened by empowering managers staff as of 31 March 2008.

In terms of the with appropriate people management occupational levels, the establishment competencies following the competence consists of: proﬁ ling and assessment process.
TOTAL NUMBER OF STAFF PER OCCUPATIONAL LEVEL Occupational Levels Male Female African Coloured Indian White African Coloured Indian White Top management Senior management 1 6 Profesionals, specialists & 42 mid-management 1 2 5 Skilled, junior mgmt, 123 42 supervisors Semiskilled & discretion- 63 ary decision-making Unskilled and deﬁ ned 6 decision-making Total 241 181 23 60 322 273 11 Total 2008 2 12 123 0 0 8 38 455 7 392 18 71 198 1182 STRATEGIC PLAN FOR THIRD PARLIAMENT 51 3.6 ORGANISATIONAL STRUCTURE & ’ 52 STRATEGIC PLAN FOR THIRD PARLIAMENT , g n i t n i r P , y r t s i g e R l a p i c i n u M & e
& & y t e f a S t n e m p o l e v e D & g n n r a e L i t n e m p o l e v e D & & : & h c r a e s e R t i n U e c i t c a r P CHAPTER 3: DELIVERING THE STRATEGY 3.7 BUDGET OF PARLIAMENT (EXPENDITURE ESTIMATES) The aim of the Budget Vote is to provide the support • Legislation and Oversight fulﬁ ls Parliament’s services required by Parliament to fulﬁ l its constitutional functions, to assist political parties represented in Parliament to secure administrative support and service constituents, and to provide Members of Parliament with the necessary facilities.
Parliament’s budget is divided into ﬁ ve programmes: Administration, Legislation and Oversight, Public and International Participation, Members’ Facilities and Associated Services.

• Administration provides strategic leadership, institutional policy, overall management, administration and corporate services to the executive, management and staff of Parliament.

legislative and oversight functions and provides procedural services to enable the institution to function smoothly.
• Public and International Participation fulﬁ ls Parliament’s public participation and international participation role and provides support to undertake such activities.

• Members’ Facilities provides telephone, travel and other facilities to Members of Parliament and funds medical aid contributions and travel facilities for certain former members.

• Associated Services provides ﬁ nancial support to political parties represented in Parliament.
Parliament upholds our citizens’ political rights, the basic values and principles governing public administration, and oversees the implementation of constutional imperatives.

STRATEGIC PLAN FOR THIRD PARLIAMENT 53 Expenditure estimates Expenditure trends Expenditure increased from R498.9 million in 2004/05 to R835.7 million in 2007/08, at an average annual rate of 18.8 per cent, driven by the implementation of the vision adopted by Parliament during 2004/05.
Various projects were implemented as strategic interventions to ensure that the strategic objectives are achieved.

Transfer payments to political parties as per section 57 of the Constitution also had an impact on the increase in expenditure.
54 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Total expenditure increased by 25.3 per cent between 2005/06 and 2006/07, due mainly to the increase in spending by Administration for the implementation of Parliament’s Master Systems Plan and improved capacity, and also because of the increase in spending by Public and International Participation for costs related to international events and visits such as the Observer Commission to the Democratic Republic of Congo and the 20th plenary of the SADC Parliamentary Forum.
The budget grows steadily over the medium term at an average annual rate of 6.7 per cent, mainly for additional capacity in terms of the oversight functions of committees (researchers and content specialists) and for the international participation models being developed and implemented.
Parliament received additional funds of R21.6 million in 2008/09, R27.1 million in 2009/10 and R30.5 million in 2010/11 to cater for increases in the compensation of employees and other inﬂ ationary adjustments to costs related to different projects.
BUDGET OF PARLIAMENT 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Associated Services (22%) Direct Charge (22%) Administration (19%) Members’ Facilities (16%) Legislation and Oversight (15%) Public and International Participation (6%) 16% 6% 22% 22% 15% 19% STRATEGIC PLAN FOR THIRD PARLIAMENT 55 300000 250000 200000 R E B M U N 150000 100000 50000 0 3.8 PROGRAMME 1: ADMINISTRATION Administration provides administrative services to the executive, management and staff of Parliament to support strategic leadership, institutional policy and overall management.
It carries out its functions through ﬁ ve subprogrammes, whose activities include human resources, ICT services and general administrative and support services.

Expenditure estimates 56 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure grew slowly, at an average annual rate of 2.4 per cent between 2004/05 and 2007/08, peaking in 2006/07 in the Ofﬁ ce of the Secretary, under goods and services.
This is due to the implementation of Parliament’s Master Systems Plan, including the introduction of the Oracle enterprise resource planning system, a system to manage travel arrangements, and a content management application that provides for the centralised electronic management of all documents and records and will automate all core business processes.
Over the medium term, the budget grows at an average annual rate of 8.7 per cent due to the restructuring of support services, in line with Parliament’s strategic focus on upgrading committee rooms with technology and new audiovisual systems.
PROGRAMME 1: ADMINISTRATION R E B M U N 300000 250000 200000 150000 100000 50000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total Ofﬁ ce of the Secretary Institutional Support Corporate Services Ofﬁ ce of the Speaker Ofﬁ ce of the Chairperson STRATEGIC PLAN FOR THIRD PARLIAMENT 57 3.9 PROGRAMME 2: LEGISLATION AND OVERSIGHT Legislation and Oversight provides procedural, administrative, language and information services for Parliament to fulﬁ l its legislative and oversight functions.
There are three subprogrammes: National Assembly provides procedural advice and guidance for the National Assembly proceedings.

National Council of Provinces provides procedural advice and guidance for the National Council of Provinces proceedings.

Legislation and Oversight provides procedural advice, research services and administrative services for committee proceedings.
Expenditure estimates 58 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Between 2004/05 and 2007/08, expenditure increased from R98.8 million in 2004/05 to R165 million in 2007/08, at an average annual rate of 18.6 per cent due to the Taking Parliament to the People programme (implemented by the National Council of Provinces), additional oversight capacity, and implementing the initial phase of the language project.
The highest increase is seen in 2005/06 in the Legislation and Oversight subprogramme under goods and services and payments of capital assets, mainly for strengthening committees.

Over the medium term, the budget grows at an average annual rate of 6.5 per cent due to further improvements to the capacity of committees, especially in the area of research and content specialists.
PROGRAMME 2: LEGISLATION AND OVERSIGHT 150000 120000 90000 R E B M U N 60000 30000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Legislation and Oversight National Assembly National Council of Provinces Measurable Objectives: • Strengthen the oversight function of Parliament by: – employing an additional 29 researchers, 6 support staff and 30 content specialists for committees by March 2009.

– developing an oversight model for Parliament and a best practice guide by December 2008.
• Develop oversight skills of members by maintaining the leadership development programme for 25 per cent of members a year.

STRATEGIC PLAN FOR THIRD PARLIAMENT 59 3.10 PROGRAMME 3: PUBLIC AND INTERNATIONAL PARTICIPATION Public and International Participation provides the services required by Parliament to fulﬁ l its public participation and international participation functions.
There are two subprogrammes: Public Affairs provides education and information, public relations, media relations and events management.

International Relations provides protocol services, administration for bilateral and multilateral meetings, and services for ofﬁ cial visits.
Expenditure estimates 60 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure increased from R38.6 million in 2004/05 to R60.9 million in 2007/08, at an average annual rate of 16.4 per cent.
The most signiﬁ cant increase was in 2006/07 in Public Affairs (which will be Parliamentary Communication Services in future) under goods and services due to participation in forums such as the Commonwealth Parliamentary Association, the Inter- Parliamentary Union and the African Caribbean Paciﬁ c-European Union.

Over the medium term, the budget increases at an average annual rate of 5.7 per cent.
Increases in compensation of employees over the full period under review are due to increased capacity in the areas of media and public relations and events management aligned to the Parliamentary Communication Services.

Increases in goods and services are costs related to the hosting of different events, including international events and the participation in international forums.
PROGRAMME 3: PUBLIC AND INTERNATIONAL PARTICIPATION R E B M U N 60000 50000 40000 30000 20000 10000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Public Affairs International Relations Measurable Objectives: • Improve communication about Parliament by restructuring the Public Affairs subprogramme into the Parliamentary Communication Services subprogramme by December 2008.
• Integrate multilingual communication by implementing the language policy project to use all ofﬁ cial languages in parliamentary processes by December 2009.

• Deepen democracy and respond to the needs of the citizenry by establishing 5 additional parliamentary democracy ofﬁ ces.

• • Increase access to and involvement in parliamentary processes by establishing a call centre by March 2009.
Increase public participation by conducting a People’s Assembly annually and the Taking Parliament to the People programmes twice a year.

STRATEGIC PLAN FOR THIRD PARLIAMENT 61 3.11 PROGRAMME 4: MEMBERS’ FACILITIES Members’ Facilities provides telephone, travel and other logistical facilities for members, and also funds the medical aid contributions and travel facilities of former members.
There are two subprogrammes: National Assembly Members’ Facilities provides facilities for members of the National Assembly.

National Council of Provinces Members’ Facilities provides facilities for members of the National Council of Provinces.
Expenditure estimates 62 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure increased from R109.7 million in 2004/05 to R173.4 million in 2007/08, at an average annual rate of 16.5 per cent, due to the increase in constituency allowances, with the highest increase of 28.9 per cent occurring in 2007/08.

The budget stabilises over the medium term, growing at an average annual rate of 5.5 per cent.
PROGRAMME 4: MEMBERS’ FACILITIES 200000 150000 R E B M U N 100000 50000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 National Assembly National Council of Provinces Parliament represents the people and ensures government by the people under the Constitution.

STRATEGIC PLAN FOR THIRD PARLIAMENT 63 3.12 PROGRAMME 5: ASSOCIATED SERVICES Associated Services provides ﬁ nancial support to the political parties represented in Parliament.
There are three subprogrammes: Political Party Support provides ﬁ nancial support to the political parties represented in Parliament.

Constituency Support provides ﬁ nancial support to the constituency ofﬁ ces of the political parties represented in Parliament.

Party Leadership Support provides ﬁ nancial support to the leaders of political parties represented in Parliament.
Expenditure estimates 64 STRATEGIC PLAN FOR THIRD PARLIAMENT 2500000 200000 150000 R E B M U N 100000 50000 0 CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure over the period under review is dominated by transfer payments to political parties required by the Constitution and in alignment with the policy of Parliament.
Between 2004/05 and 2007/08, expenditure grew from R73.7 million to R245.4 million at an average annual rate of 49.3 per cent due to the increase in constituency allowances, leadership support and administrative support allowances, with the highest amount being R188 million in 2007/08.

The budget grows steadily over the medium term, at an average annual rate of 6.3 per cent.
PROGRAMME 5: ASSOCIATED SERVICES 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Constituency Support Political Party Support Party Leadership Support Establishing a society based on democratic values, social justice and fundamental human rights.

STRATEGIC PLAN FOR THIRD PARLIAMENT 65 • Strategic Plan.

Parliament adopted a new vision on 22 February 2005, and subsequently tabled its ﬁ rst Strategic Plan in June 2005.
Apart from providing the strategic intent for Parliament, the Strategic Plan also consolidated the main business areas of Parliament into its Core Objectives.

The Strategic Plan now incudes the outputs and measurable objectives of Parliament • Budget Vote.

As part of the Estimates of National Expenditure (ENE), Parliament has co-operated with the National Treasury since 2001 to restructure its budget programmes in accordance to its main business.
As part of this phase-in approach, certain elements will be introduced in the immediate future, including result indicators and key performance indicators for Parliament.

• Annual Report.

Parliament tabled its ﬁ rst Annual Report, including ﬁ nancial statements, in August 2001.

Since then Parliament tabled Annual Reports for ﬁ nancial years 01/02, 02/03, 03/04, 04/05, 05/06 and 06/07.

The Annual Report reﬂ ects Parliament’s account of its voted funds as applied in implementing its strategic intent.
The Internal Audit Ofﬁ ce is responsible for the internal audit function of Parliament, facilitates the external audit by the Ofﬁ ce of the Auditor-General and monitors the fraud prevention plan.

3.13 FINANCIAL MANAGEMENT OF PARLIAMENT At present, the ﬁ nancial administration of Parliament is regulated by provisions in various Acts.

Parliament’s ﬁ nancial management is regulated by section 31 of the now repealed Powers and Privileges of Parliament Act.
Section 1 remains operative by virtue of transitional provisions in the Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act, 2004.

The Treasury Regulations, in terms of the Public Finance Management Act (PFMA), do not include Parliament.

Section 216 of the Constitution requires Parliament to establish uniform Treasury norms and standards for all spheres of government.
In compliance with this section, the PFMA deals with the ﬁ nancial management of the national and provincial spheres of government (mainly the executive branch), and the Municipal Finance Management Act does likewise in relation to local government.
There is no comprehensive legislation which deals with the ﬁ nancial management of Parliament (although the provisions of the Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act, the Exchequer Act and the PFMA apply to various degrees) and Provincial Legislatures.

A draft Financial Management of Parliament Bill is in progress to regulate ﬁ nancial management in the legislative sector.
This will be in line with Parliament’s constitutionally based power to determine and control its internal arrangements.

Since 2001 Parliament has adopted the national framework and started to phase in key instruments such as tabling a Strategic Plan, Budget Vote, and Annual Report.

66 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY STRATEGIC PLAN FOR THIRD PARLIAMENT 67 68 STRATEGIC PLAN FOR THIRD PARLIAMENT IV.

ANNEXURES STRATEGIC PLAN FOR THIRD PARLIAMENT 69 IV.
ANNEXURES 4.1 PROJECTS The Strategic Objectives are further divided into 64 strategic projects spread across the ﬁ ve-year term of the third Parliament.

themselves, and then later on expanded to include other stakeholders with the objective to develop a broad understanding of the oversight role and functions of Parliament within our constitutional These projects are illustrated in the diagram democracy.

on page 40.
on page 40.

Since 2004 Parliament has successfully implemented 33 projects, 16 are currently managed at different stages of the project cycle (initiation, planning, execution or closure) and 15 projects are still to be initiated.

4.1.a.

Completed Projects The following strategic projects have been completed: 4.1.a.i Build a quality process of scrutinizing and overseeing government’s action 1.
Constitutional Landscaping TThe Ad Hoc Joint Subcommittee on Oversight and Accountability recommended that Parliament, through the Joint Rules Committee, compile a document landscaping the constitutional provisions dealing with the interrelated themes of oversight, accountability, transparency and responsiveness, and outlining international trends.
The subcommittee further recommended that following the The document builds on the view of the subcommittee that oversight is not only the responsibility of the National Assembly based on section 55(2) as an “obligatory minimum standard”.
Instead, oversight should be established on a broad approach based on the underlying values of the Constitution with the idea of building a strongly entrenched democratic culture operating within the ambit of these underlying values and spirit of the Constitution whilst taking cognisance of the vision of Parliament.
The Constitutional Landscape aims to provide a perspective on provisions of the Constitution that are cited as the constitutional provisions relating to the interrelated themes of oversight, accountability, transparency and responsiveness.

The central argument of this paper is that Parliament must maintain oversight with reference to the Preamble and the Founding Provisions of the Constitution, including democratic values, social justice and human rights.
This paper has been utilised in the development of the tabling of the abovementioned document, oversight model.

debates, workshops and discussions should be programmed and organised within Parliament, ﬁ rst amongst Members 70 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 2.
Constitutional Negotiators and Institutions Supporting Democracy (ISD) Interviews on Oversight three spheres of government, and how this accountability chain impacts on organs of state exercising public powers and performing public functions.

It also One of the Joint Rules Committee resolutions attempted to situate the practicalities of was the need for the development of an performing oversight in the context of a understanding of oversight.
This objective web of constitutional provisions coupled was to be attained through interviews with with evolving intergovernmental statutes.

constitutional negotiators and ISDs.

The report in relation to this project has been completed.

The report presents the ﬁ ndings that emerged from a survey of the 4.
Development of the Parliamentary Oversight Model completed views of constitutional negotiators and ISD The Oversight Model captures the result regarding issues surrounding oversight and of the Task Team’s efforts and starts off accountability.

The survey was conducted by ﬁ rst sketching constitutional precepts through the use of a questionnaire, which guiding the vision and mission of Parliament was responded to in written form or through and requirement for mechanisms on interviews.
Inputs received from these oversight.

Furthermore the mandate of constitutional negotiators and ISDs have Parliament as exercised jointly, as well as been utilised in the development of the separately by the National Assembly (NA) oversight model.

and National Council of Provinces (NCOP) is explored.

Speciﬁ c emphasis is given 3.


Audit of public-funded institutions to the role of Parliament in relation to oversight and accountability as mandated The need for Parliament to pay greater by the Constitution and its powers and attention to overseeing and holding functions.

The concepts of oversight and constitutional, statutory and executive acccountability are elaborated on with the bodies accountable for the implementation view to enhancing the notion “oversight”, of legislation was identiﬁ ed.
This project speciﬁ cally in line with Parliament’s conducted research to identify all strategic objective to ensure that it remains public-funded institutions accountable a people’s Parliament.

to Parliament due to constitutional or legislative requirements.

A total of 750 Current institutional mechanisms and institutions were identiﬁ ed which are tools for oversight are revisited with functioning at the national, provincial and recommendations for enhancement and local spheres of government.
Parliament is new mechanisms being proposed.

In light in the process of determining their lines of of the Task Team’s ﬁ ndings after interaction accountability to Parliament.

with various bodies and organisations, the document also proposes a more The research explored how parliamentary co-ordinated approach to dealing with oversight could be linked with organs substantive and transversal issues captured of state.
The rationale for this approach in reports of public bodies, institutions, was intended to discern how lines of committees and delegations representing accountability are arranged across the Parliament.

STRATEGIC PLAN FOR THIRD PARLIAMENT 71 The development of traditional mediums 5.
Best Practice on Oversight for deliberation, engagement and debates on broader and complex issues provides a The Best Practice Guide derives its mandate refreshing alternative to the Westminister from the Joint Rules Committee.

The Task system.
The Task system.

New institutional structures Team on oversight and Accountability is in proposed include the Joint Parliamentary the process of ﬁ nalising the Best Practice Oversight and Government Assurance Guide for Committees as the Oversight Committee and Oversight Advisory Section.

Model has been adopted.

It purports to A proposed public participation model will capture in a single document, for ease of be interlinked with the oversight model.
reference, both new ideas on oversight as The oversight model strives to present parliamentary documents prepared over the well as those already contained in different a framework within which Parliament’s past decade.
oversight role can be structured without being prescriptive, so as to enhance The need was identiﬁ ed for the Best Practice Parliament’s oversight capacity, as well Guide to address key procedural components as bring current practices in line with of best practice identiﬁ ed within Parliament’s strategic path.

This oversight committees.


It recognises that ﬂ exibility model will be a process that can enrich itself has to be obtained in the preparation of adapting to a situation that permeates from committee programmes for oversight, as one Parliament to another.

It is a model many exigencies arise from time to time intended to give the broad framework and have to be immediately accommodated.
for Parliament to conduct oversight on an It will become a practical institutional tool annual basis with the integration of various to improve the effectiveness of committees.

instruments and tools of oversight within its The Best Practice Guide is being developed ﬁ ve-year term.

to take cognisance of the Oversight Model.

The annual oversight cycle feeds into a longterm view of oversight in order to 6.

Develop Legislative Framework for Oversight ensure effective oversight and sustainable delivery.
It therefore provides a means In terms of Section 77(3) an Act of through which Parliament can monitor Parliament must provide for a procedure to government delivery in terms of long- amend money Bills before Parliament.
The term commitments, as well as on annual mandate from the Joint Rules Committee commitments, annual planning and to the Task Team was that the Task Team performance assessments thus providing for develops draft legislation incorporating a continuity in Parliament’s oversight activities procedure to amend money Bills.

The draft from year to year.


The model was ﬁ nalised, legislation has been ﬁ nalised and has been presented to and adopted by the Joint Rules presented for consideration to the Joint Committee in March 2008.

Rules Committee and the Presiding Ofﬁ cers who will in due course refer the same to the relevant committee.

72 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 7.
Refurbish and upgrade committee rooms and ministries, and chairpersons of parliamentary committees, the results of which will be factored into the committee’s This project was aimed at the refurbishment report.

The committee report is to be tabled of existing committee rooms, and the with its ﬁ ndings and recommendations.

identiﬁ cation and development of additional committee rooms across Parliament.

The project refurbished 7 committee rooms and created 10 new committee rooms and two members’ lounges.
8. Review of Chapter 9 and Associated Institutions 9.

Implemented the Parliamentary Content Management System (PCMS) The ﬁ rst phase of Parliament’s Content Management System (PCMS) went live in May 2007.

The functionalities implemented under this phase entail the following: In 2005 the Cabinet Committee on a.
Implementation of Electronic Document Governance identiﬁ ed the need for Management system with document an overall review of state institutions routing capability and electronic supporting constitutional democracy (also signatures; known as the Chapter 9 institutions in the b.

Implementation of Electronic Records Constitution).
Management with a capability to manage Parliament’s electronic ﬁ le plan In 2006 the National Assembly agreed and records retention schedule; to a motion to establish an ad hoc c. Establishment of Document committee to review state institutions Management Facility (DMF) which supporting constitutional democracy serves as a scanning bureau for all and the Public Service Commission.
The important institutional documentation; committee also extended its review to and, the following associated institutions, d. Electronic faxing solution.

namely the Independent Communications Authority of South Africa, the National The Electronic document management Youth Commission, the Pan South African system has been implemented to all Language Board, and the Financial and staff members in Parliament while other Fiscal Commission.
The committee focused functionalities have been implemented only broadly on the role and function of these to relevant divisions.

institutions, their relationships with other bodies, institutional governance, their The second phase entailed implementing interaction with the public, and their automated workﬂ ows to the core business ﬁ nancial and other resource matters.

of Parliament.
of Parliament.

The workﬂ ows automated The committee interacted with the include the Legislation and Committee institutions and based on their responses Processes and the Questions Process.

The to a questionnaire compiled its report.


The legislation process went live in Legislation committee also received written and oral & Proceedings (L & P) in January 2008. submissions from individuals, civil society This process will be implemented in the organisations, government departments Committee Section once training of staff STRATEGIC PLAN FOR THIRD PARLIAMENT 73 in the section has been completed.
The The Uniﬁ ed Communications Project Questions Process also went live at the ran a pilot project during April 2007. end of last year.

However, there were a Subsequently a survey was done amongst few problems experienced by users with Members of Parliament that took part and regards to the use of the workﬂ ow.

This has the overwhelming answer was that this led to the review of the Questions Process technology would provide major beneﬁ ts with a view to making it more efﬁ cient.

to their work.
to their work.

A study was also done to There will be continued focus with regards assess what the impact on Parliament ICT to ensuring that the system is adopted infrastructure should be.

Adjustments were and institutionalised as a tool of trade in implemented and ﬁ nal deployment took Parliament.

place during March 2008.

More than 75% of all Members of Parliament responded to 10.

Uniﬁ ed Communications Project and are successfully set up on the mobile email and calendaring function.
Future In order to fulﬁ l the core objectives of deployment of Voice over IP and Voice over Parliament successfully, members engage Wiﬁ technology to route landline calls to a in the following activities away from pocket PC and to save costs are currently their ofﬁ cies: study groups, committee under consideration.

work, plenaries, caucus meetings, public participation meetings, constituency work 11.

Enhanced Capacity for Oversight and international participation.
Members of Parliament also spend their time divided In order for Parliament to effectively between their constituencies and Cape conduct oversight, the institution requires Town, and their international participation increased research and analytical capacity activities often result in international travel.

for committees.
for committees.

The enhancing capacity for The nature of the activities mentioned committees project was aimed at facilitating above decreases the time that Members the rapid recruitment of specialised support of Parliament are able to work from their capacity to committees over a period of ofﬁ ces.

three years.
three years.

Uniﬁ ed Communications provides members with a single mobile communication tool that integrates all communications to one device: a pocket PC or a Personal Digital Assistant (PDA) with cell phone capabilities.

The system avoids the time and effort it takes in accessing messages from different communication tools such as e-mail, voice mail, fax and SMS.

It also allows extensive mobile access to parliamentary information, calendaring and communications when not in the ofﬁ ce.
Newly appointed researchers for Parliament.

74 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES Alongside recruitment, the project facilitated Four certiﬁ cate courses were developed and the provision of temporary ofﬁ ce space accredited by Rhodes University, namely: and ofﬁ ce equipment for the new staff complement of the Research Unit.
• Certiﬁ cate in Information and Knowledge Management These support capacities are to provide Members of Parliament (Committee • • Certiﬁ cate in Leadership Communication Certiﬁ cate in Public and Parliamentary Chairpersons) and committees with Leadership substantive knowledge and specialised • Certiﬁ cate in Government and Business information to aid committees to shoulder Policy Studies their oversight mandate.
Alongside the recruitment of the above resources, the All the above-mentioned courses were project was mandated to facilitate provision facilitated in 2006, 2007 and 2008.

To date of ofﬁ ce space and equipment for each new more than 150 Members of Parliament have staff member.
registered and attended the courses: 59 members have completed the The project recruited 55 staff for the requirements of the course and were Research Unit (8 Senior Researchers, 29 new awarded certiﬁ cates accredited at NQF level Researcher and 11 replacement Researcher six (6) by Rhodes University.

The last group positions, and 7 Admin Assistants) and 11 estimated at 50 will be graduating in May or Content Advisors for the Committee Section.

June 2008.
June 2008.

The remaining future recruitment of content advisors for committees will be handled The project also designed the construction by the normal processes of the Human of hi-technology classrooms to facilitate Resources Section.

12.

Established a training programme for members and staff in oversight- related areas learning during study school and tutorial sessions.

Two classrooms able to accommodate 60 members in total were built.
This includes a multi-purpose computer facility with 30 computers.

Also built in the centre was a lounge Parliament has appointed a consortium of for consultation between students and service providers to develop a curriculum lecturers and ofﬁ ces for the programme for Members of Parliament to better equip management.

them for the role of oversight.


The project not only developed the curriculum but The Steering Committee is busy with the through a series of accredited courses, evaluation of the completed project with a provides Parliament with a virtual university view to implementing a similar project in for the future development of parliamentary the 4th Parliament.

skills.
skills.

STRATEGIC PLAN FOR THIRD PARLIAMENT 75 4.1.a.ii Further build a people’s Parliament that is responsive to the needs of all the people of South Africa its own structures and stafﬁ ng, the Parliament of the Republic of South Africa continues to play a leadership role in the 13.

Develop new parliamentary symbols Parliament had been using the symbols that reﬂ ected the composition of the Union of functioning of the PAP.

16.

African Peer Review Mechanism (APRM) Assessment South Africa.
These symbols did not reﬂ ect The African Peer Review Mechanism (APRM) the diversity, unity and values of the new is a key accountability and self-assessment democracy and as such in 1999, Parliament element of Africa’s development project, the embarked on a process to change these New Partnership for Africa’s Development symbols.

The project was completed with (Nepad).


The APRM seeks to ensure that the installation of the People’s Mace in the governance and national management National Assembly and the Black Rod in the conform to agreed political, economic National Council of Provinces.

14.

Develop a new parliamentary image and position This project introduced the new and corporate governance values, codes and standards.
It further aims to ensure that the mutually agreed objectives for socioeconomic development detailed in Nepad are achieved.

Parliamentary Emblem that promotes the President Thabo Mbeki formally submitted vision, mission and values of Parliament South Africa to the peer review process on to the people of South Africa.

The emblem 28 September 2005.


The self-assessment was developed through a nationwide process is based on a questionnaire public participation process that led to which is divided into four sections, i.e.

the selection of designers from across Democracy and Good Political Governance; the country to develop an emblem that Economic Governance and Management; represents the people’s Parliament.

The Corporate Governance; and Socioeconomic emblem was unveiled at a Joint Sitting of Development.
Parliament used the themes Parliament on 27 March 2007.

The project identiﬁ ed in the questionnaire as guidelines also developed the identity manual and to focus on the strategic issues to which organisational communications standards.

Parliament could add value and formed a 15.

Pan-African Parliament Establishment Joint Co-ordinating Committee, co-chaired by the Presiding Ofﬁ cers, and joint ad hoc committees along the lines of each of the sections of the questionnaire.
The The Parliament of the Republic of South mandate of the joint ad hoc committees Africa played a vital and leadership role included, among other things, identifying in the establishment of the Pan-African key strategic issues necessitating a Parliament.
This project was completed in parliamentary response, facilitating public 2004 when parliamentary resources were participation activities and drafting a used to support the establishment of the parliamentary response under the thematic Pan-African Parliament (PAP).

Whilst the PAP sections of the questionnaire.


is now operating independently with 76 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES After report-backs by the joint ad hoc committees, the Joint Co-ordinating Committee published its ﬁ nal report on 10 February 2006.

17.

Parliament since 1994 – achievements and challenges This project conducted a review of all the achievements and challenges of Parliament In engaging with the APRM process, it since 1994.
The review was compiled became evident that the role of Parliaments in a publication launched in 2007.

The in this continental mechanism was not publication covered the development of adequately elaborated.

It is envisaged that the democratic Parliament, procedural the South African Parliament’s process will developments and parliamentary contribute to independent participation of transformation since 1994.
Parliaments in the peer review process, and thereby contribute signiﬁ cantly to strengthening of other Parliaments in Africa.

18.
18.

Implemented video-conferencing system In the Report of the Joint Co-ordinating This project is part of a national video Committee on the African Peer Review conferencing project supported by the Mechanism tabled in Parliament, EU-Legislature Support Programme the Presiding Ofﬁ cers proposed that (EULSP), aimed at linking all nine provincial Parliament embarks on a comprehensive legislatures with the national legislature via self-assessment to be conducted by an video conferencing.
The project is intended independent panel.

In this regard the to provide members of Parliament with a report by the Panel for the Assessment of virtual meeting facility that will enable a Parliament is due to be completed during fast, practical and cost-effective means of mid 2008. communication.
The scope of work in Parliament includes the provision of video conferencing units, a main control unit/bridge and data connections to all nine provinces to the following parliamentary venues: • S12 Committee Room, located on the Ground Floor of the NCOP Building; • V454 Committee Room, located on the 4th ﬂ oor of the Old Assembly building; • E370 Main Control Room, located on the 3rd ﬂ oor of the New Wing building.

The system was tested and commissioned in July 2007.
The new emblem was unveiled at a Joint Sitting of Parliament on 27 March 2007.

STRATEGIC PLAN FOR THIRD PARLIAMENT 77 19.

Parliamentary Website Project members of national parliaments, 51 presiding ofﬁ cers, 42 deputy presiding The primary objective of this project was ofﬁ cers and 196 women MPs.
to build a new integrated, interactive and dynamic website in order to provide a The Assembly discussed the issues of: two-way participative relationship between • Political, economic and social situation in Parliament and the citizens of South the world with special emphasis on Africa, Members of Parliament, relevant pushing back the frontiers of poverty stakeholders, international governments • The role of parliaments in striking a and the media, using the web channel.
balance between national security, The new website: human security and individual freedoms, and in averting the threat to democracy • Parliamentary oversight of state policies • Enables greater public participation; on foreign aid • Provides a holistic view of Parliament’s • Migrant workers, people trafﬁ cking, business; xenophobia and human rights • Provides a singular view of parliamentary information to all stakeholders and customers; • Established and maintained an Internet 4.1.a.iii Build an effective and efﬁ cient institution presence to inform the stakeholders 21.
Improve institutional governance (nationally and internationally) of legislation, oversight, public This project was completed with the participation and international adoption by the Joint Rules Committee of participation activities; and the new governance model of Parliament, • Provides an interactive and/or feedback which provides structures for the effective facility for the public to engage with and efﬁ cient management of the institution.
Parliament’s public participation The Parliamentary Oversight Authority processes.

was created under this new model to consider administrative issues affecting The design, development and deployment the institution, thus freeing the Joint phases of the project were completed in Rules Committee to focus on political November 2007 with the website going live responsibilities.

on 8 February 2008.

20.

118th Inter-Parliamentary Union Assembly 22.


Enterprise Resource Planning (ERP) Parliament implemented a new ERP solution for Finance, Human Resources, Members’ Parliament hosted the 118th Inter- Travel and Procurement.

In April 2006 the Parliamentary Union Assembly from 10-18 Oracle-based ERP system went live and April 2008.

The theme of the Assembly was provided Parliament with many efﬁ ciency pushing back the frontiers of poverty.
The features such as employee self-service for Assembly was attended by 1,467 delegates leave applications and electronic pay-slips.

from 130 countries which included 700 78 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 23.

National Assembly sound and voting system 27.


Competency Assessment Project This project assessed the competencies of all In 2004 Parliament implemented a new senior parliamentary ofﬁ cials to determine sound and voting system for the NA the existing competencies against the chamber to improve the service quality of future requirements of Parliament and their plenary sessions.

The system provides the positions.


The assessment allows National Assembly chamber with better Parliament to start developing individual multimedia and broadcasting facilities, in skills development programmes to address addition to public address and members’ the developmental gaps and evaluate the attendance systems.

24.

Implement a digital recording system suitability of staff to fulﬁ l their functions.

28.
28.

Team development programme This project established a number of sporting codes, wellness programmes and Parliament has implemented a digital other events to foster greater teamwork, recording system to enable the digital development and co-operation.
Parliament’s recording of proceedings in both Houses, wellness programme has now become an thus reducing the turnaround time related annual programme inﬂ uencing the culture to the distribution and production of of the organisation as a caring organisation.

parliamentary records (Hansard).

This digital recording system contributes signiﬁ cantly to 29.
Datacentre Infrastructure Project increase the speed of service delivery of the Reporting Unit of the Language Services This project implemented Parliament’s Section.

server and storage infrastructure to cater for the growing demands due to increases in 25.

Upgrade of the IT network the staff numbers and content systems.
The project provides the Parliamentary Content This project, completed in 2004, provided Management System with sufﬁ cient storage Parliament with a new network backbone capacity to archive all the institution’s with sufﬁ cient speed and bandwidth for information electronically.

Parliament to operate future technology systems such as the ERP and Parliamentary 30.

Relocation to 90 Plein Street Content Management System (PCMS).
In addition the new network provides greater This project, completed in early 2005, redundancy and a backup mirror site for the relocated over 400 parliamentary staff to datacentre.

new ofﬁ ces in 90 Plein Street where modern facilities and a better working environment 26.

Conduct a skills audit were created.

The skills audit project was completed with the development of a competency model for the institution.

This was subsequently used in the Competency Assessment Project.
STRATEGIC PLAN FOR THIRD PARLIAMENT 79 31.

Asset tracking and management system Unit has helped the management, facilitation and implementation of this The asset tracking and management project.

system provided Parliament with a ﬁ xed The PMU in consultation with the Policy asset register for the management of Advisory Forum and Organised Labour have parliamentary assets.

This includes the re- reviewed all existing policies.

The process of evaluation of the parliamentary artworks.
reviewing these policies began in February The evaluation of Parliament’s ﬁ xed assets 2007 with the PMU holding review sessions and artwork collection was completed in with Divisions, Sections, Ofﬁ ces, Units and 2005.

32.

Institutional administrative services restructuring (Finance, Human Resources, ICT and Procurement) individual employees.

The policies were also submitted to Legal Services for legal vetting.

The following policies have been reviewed and are ready for approval: 1.
Policy on Smoking This project supported by the new 2.

Policy on Travel, Accommodation and Organisational Development Unit will S&T develop and implement the required 3.

Policy on Acceptance of Gifts and institutional restructuring in order to Beneﬁ ts improve the effectiveness and efﬁ ciency of 4.

Policy on Performance Management the Finance Management Ofﬁ ce, the Human 5.

Policy on Employee Conduct Resources Section, the ICT Section and the 6.

Policy on Leave of Absence Procurement Unit.

7.


Policy on HIV & AIDS 8.

Policy on Donor Funding The procurement section has successfully 9.

Policy on Cell Phones moved toward supply chain management 10.

Policy on Code of Ethics and Conduct for with a name change and the appointment Managers and Designated Employees of additional staff.

The section has 11.

Policy on Parliamentary Records also developed a draft supply chain 12.

Policy on International Participation by management policy.
The ICT section has also Employees increased in capacity and now has a special 13.

Policy on Promotions project unit to support the implementation 14.

Policy on Career Management of the parliamentary Master Systems Plan.

15.

Policy on Succession Planning The Finance Management Ofﬁ ce has also 16.

Policy on Learning and Development improved its capacity and efﬁ ciency in line 17.

Policy on Recruitment and Selection with the processes of the new Parliamentary 18.
Policy on Library Collection and ERP System.

33.

Parliamentary policy project Development 19.

Policy on Sexual Harassment As part of its ongoing duties the PMU The project aims at realigning the policies continues to develop and update existing of Parliament with the vision, mission policies and draft new policies within the and values of the organisation.

The institution.
establishment of the Policy Management 80 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 4.1.b Projects in implementation systems of committee rooms E249, M46 and the Old Assembly Chamber, where systems The following strategic projects by Strategic were outdated, started during March 2008 Objective have been initiated and are in and will be completed by the end of 2008. different phases of delivery: 4.1.b.i Build a quality process of scrutinizing and overseeing government’s action 1.
Develop Rules for Oversight Processes To accommodate the implementation of the Oversight Model, the Parliamentary Rules will have to be reviewed.

Once the • 8 modern committee rooms systems implemented (completed) • E249, Old Assembly and M46 new systems implemented • Training of parliamentary staff to utilise and maintain these systems.

3.
Establish a communication and coordination mechanism across committees and clusters Joint Rules Committee adopts the Oversight One of the resolutions of the Task Team was Model, the Task Team would have to ﬁ nalise the development of guidelines for select the review of the Parliamentary Rules and and portfolio committees for joint planning they would have to make recommendations and protocols to assist committees with to the Joint Rules Committee as to the proposed amendments that need to be joint planning.
The Task Team is currently in the process of developing these guidelines effected.

The review process would assist based on the Oversight Model.

in identifying areas where the rules are silent on certain current practices and to Project Outputs: identify the rules which would cater for • Adoption of guidelines for joint planning current unwritten practices and which would and protocol support the Oversight Model.
Project Outputs: • Identiﬁ cation of rules to be added or modiﬁ ed; • Adoption of the new rules.

2.

Provide committee rooms with systems and technologies • Implementation of rules, system and capacity to facilitate joint planning and protocol.

4.1.b.ii Further build a people’s Parliament that is responsive to the needs of all the people of South Africa 4.
The Language Policy implementation Project (LPIP) This project was approved in 2005 and has resulted in the implementation of modern Parliament gives expression to our digital committee room systems in the democracy and entrenches representivity.

National Assembly, NCOP and Old Assembly The LPIP reﬁ nes and inculcates these buildings.

During 2007 seven committee constructs by integrating multilingual rooms have been electronically refurbished.
communication into the daily activities and The further upgrade of the electronic outreach of the institution.

STRATEGIC PLAN FOR THIRD PARLIAMENT 81 The political mandate of the LPIP emanates all ofﬁ cial languages in the reporting, from the linguistic rights as entrenched in translation, and interpreting units of the LSS.

the Constitution of South Africa.


This project Prior to the aforementioned work-study, contributes signiﬁ cantly to the incorporation simultaneous interpreters were appointed of the linguistic wealth as part of the to address the immediate demands of the indigenous knowledge obtainable in the interpreting services in both parliamentary country, critically positioning the institution Houses.

As a direct result of the project the for the 21st century.
Data published by simultaneous interpreting service outputs in Statistics SA underline the importance of this the Houses increased with 550%, providing project with the fact that more than 38,7 a continuous service in all ofﬁ cial languages million or more than 90% of the current during parliamentary proceedings.

The South African population do not use English further introduction of a system that as their mother tongue.
This project aligns enables the broadcasting of South African functional multilingualism as constitutional Sign Language (SASL) Interpreting in requirement with the institutional value both Houses of Parliament during the of people-centredness and provides 2007/08 period, further contributes to the the impetus to change the institutional advancement of the usage of all ofﬁ cial culture to become a more inclusive and languages and SASL in the processes of representative reﬂ ection of our diversity.
Parliament.

In addition to this a report of a high-level benchmarking study visit that One of the aims of the LPIP is to develop was undertaken to the European Union was sufﬁ cient capacity, both at a functional presented to the LSS.

Included is a wealth system and human resource level, of operational solutions to streamlining increasing and balancing the linguistic some of the existing and future operational output and input.

This implies the building challenges.


Various infrastructure, technical of sufﬁ cient internal capacity of the and functional systems have been project’s primary customer, the Language introduced into the institution, which also Services Section (LSS), and ensuring quality meet industry standards in order to render multilingual service delivery in all 11 ofﬁ cial simultaneous interpreting, reporting and languages and SA Sign Language (SASL) to translation services in all ofﬁ cial languages.
the customers of the institution, internally The digital recording system is one of the and externally, by using a phasing-in notable achievements.

approach over a proposed period of six years.

Other milestones are the development of reporting and translation and to optimise Milestones achieved by the project were multilingual service delivery in all ofﬁ cial the undertaking and implementation languages.
Upcoming phases of the project of the work-study analysis results to have an additional directive to deal with optimise changes to the organisational appointing staff on a sessional basis, which structure in order to meet the additional will present unique opportunities and demands created by the language policy; challenges.
also a linguistic quality control level was introduced to the organisational structure Numerous project challenges exist that to ensure quality service delivery in are related to innovative problem-solving 82 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES demands on the project team and balancing • Research and implement appropriate cost-effectiveness with quality service business processes and technology delivery.
Interdepartmental co-operation, systems to maximise service delivery as a project strategic objective to grow and enabling multilingual publishing share the limited skilled resources and the outputs of the institution are installed optimisation of existing resources, remains and established reducing turnaround an issue.
A long-term mature funding time required, such as the digital approach, similar to the general accepted recording system and the interpreting project management approach to support quality control system.

implementation sustainability will further maximise the impact this project has on its To ensure that Parliament, as a leading customers.
Short-term and medium-term institution in South Africa, remains vigilant spatial constraints of the institution have a in the establishment and deepening of our further negative impact on the lifecycle of democracy and to align this with public the project and remain a challenge.
participation as instructed, it is essential Project Outputs: that we remain vigilant and ensure that we create the proper multilingual environment • Building simultaneous interpreting in Parliament to meet the legal and capacity to render a quality service procedural requirements of the Constitution.

to the institution in all the 11 ofﬁ cial languages and SASL – 296 Language 5.

Development of Translation Systems Practitioners (Interpreters).
• Create translation capacity to render This project intends to apply technology a quality service to the institution in all to reduce the turnaround time required the 11 ofﬁ cial languages – 117 Language to translate parliamentary content into Practitioners (Translators).

the 11 South African ofﬁ cial languages.
• Install and establish adequate This solution will increase the quality of equipment, infrastructure and multilingual service delivery output of workspace in the organisation to support translation-related activities relating to multilingual service outputs by building the production and publication of Hansard, and equipping booths and ofﬁ ces to the translation of general documents and support service delivery in the current the translation of Bills and other legal 22 committee venues of Parliament.
documents, contributing to the objective of • Establishing and implementing a an effective and efﬁ cient institution.
functional organisational structure to ensure the delivery of quality The mandate of this project is founded in multilingual language services through the language clause of the Constitution of the establishment of an Interpreting South Africa, supporting and upholding the Unit and additional managerial support implied linguistic rights of the population structures, creating a quality control of South Africa.
This project, driven by the level of 35 Senior Language Practitioners institutional values of constitutionality and the related required Controller and people-centredness will use available positions according to internal policies technologies and systems to incorporate (completed).

written indigenous knowledge produced in the institution into all daily activities, STRATEGIC PLAN FOR THIRD PARLIAMENT 83 positioning the institution to lead the 6.
Public Affairs Restructure cultural renaissance in South Africa.
In July 2006, the Secretary to Parliament Effective multilingual communication, an constituted and mandated a Task Team on essential building block of the institutional Public Affairs, Protocol and International vision to take Parliament to the people, Relations (IR), to work with the respective will be established through the building structures on transformational processes of a database and systems in the ofﬁ cial aimed at enabling better performance of languages and add efﬁ ciency to the the Public Affairs section of Parliament.
translation process by making it easier to deal with multilingual text or different The proposal developed proposed the variations.
establishment of the Parliamentary Communications Service with the objectives The broad objectives of this project will of: enable Parliament to build a database of • Promoting the image and a better corpora for the 11 ofﬁ cial languages by understanding of Parliament and its role using available parliamentary linguistic • Promoting public education and public content and by further developing related participation in the processes and content to enhance the translation activities of Parliament turnaround time.
Translation quality will be • Providing communication support to the assured through standardisation with the legislative and oversight role of added value of nationally contributing to Parliament language development in South Africa.
Project Outputs: The Parliamentary Communication Service would provide strategic political and • Develop systems speciﬁ cation communication support to the institution (completed) through internal communication, media • Acquire and implement system management and productions, public • Train Language Services staff on the relations, public education, content System development and specialist communication Project challenges that are experienced relates to the limited availability of existing Project Outputs: services.
software solutions in the market, which can sufﬁ ciently service the African content environment in speciﬁ c. A long-term developmental approach together with • • • • Strategy developed (completed) Job developed and graded (completed) Structure designed (completed) Staff matched and placed in new the mature funding approach will resolve structure (completed).
outstanding challenges in order to provide a • Budget allocated (completed) sustainable solution which will beneﬁ t the • Priority posts advertised (completed) operational outputs of the institution.

• Recruitment under way (completion date May 26).

84 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 7.

Establishment of a Parliamentary Call Centre 8.


Upgrade of Parliament’s publishing systems Parliament requires a professional call This project will upgrade the publishing centre to handle queries from members of equipment of Parliament to enable the the public who wish to participate in the institution to publish large volumes public processes of committees with regard of information internally with a quick to oversight and the passing of legislation.

turnaround time.
turnaround time.

This will also effect a This project will establish such a call centre.

long-term ﬁ nancial saving for the institution The Parliamentary Content Management and assist the institution to produce System will provide the call centre with more parliamentary publications for the relevant parliamentary information.

public.

This project will also link to the A technology upgrade of the switchboard which will manage the storage and ﬂ ow of was completed.
A renewed look was information for publication.

Parliamentary Content Management System, required to ensure the focus of the project is in line with the business requirement of an Project Outputs: improved public participation model.
• Acquire and install new printing systems Project Outputs: Upgrade switchboard: • Develop workﬂ ows and processes within PCMS for rapid internal publication of parliamentary daily papers, committee reports and other • Implement new technologies to improve parliamentary documents that integrate the service with the new printing equipment • A monitoring system to measure • Training staff on new system performance of switchboard operators (completed) The project will be completed with the • An auto attendant that will delivery of the Digital Colour Imaging and automatically route calls to high volume Printing Offset Press in May 2008. receiving areas (completed) Establish Call Centre • Conceptualisation of a call centre for improved public participation (under way) • Recruit and train call centre staff • Develop call centre content (linking to PCMS and PCS Content Hub) • Develop and implement call centre operational guidelines STRATEGIC PLAN FOR THIRD PARLIAMENT 85 9.
Establish Parliamentary Democracy Ofﬁ ces (PDOs) 10.
Improve the public participation model Parliament, in its effort to expand This project is aimed at developing Parliament’s access, opportunity and and implementing a model for public space to directly be in touch with and participation that will integrate with the engage continuously with the people who Oversight and Accountability Model in order are ordinarily outside national debates to make Parliament more responsive to the in society, is establishing Parliamentary needs of the people.
Democracy Ofﬁ ces throughout the country in each province.

An ongoing key activity Project Outputs: in a Parliament Democracy Ofﬁ ce would be • Adoption of the Public Participation political discussion to get people’s views on Model for Parliament matters of national importance, major policy • Training of staff and members on the or legislation before Parliament.
model In addition they will: • Assist with realizing the public participation objectives of Parliament • Create an immediate parliamentary • Implement the model.

11.
11.

Implement the Parliamentary Broadcasting Project presence in the provinces This project aims at implementing capacity, • Ensure a greater level of efﬁ ciency processes and systems to ensure the in accessing communities and development and distribution of content providing ground support for from Parliament to radio, television and parliamentary programmes other media.

The project also aims at a Project Outputs: • Phase One: holistic solution to the development of content and its distribution.
Also included is the upgrading of Parliament’s existing The ﬁ rst three Parliamentary Democracy broadcast infrastructure to meet the Ofﬁ ces have been established in the demands of digital technology and delivery Northern Cape, Limpopo and North West and formats.

This project will also look at the the staff members have been appointed.

storage and digital retrieval of volumes of parliamentary video footage currently • Phase Two: inaccessible by the public.
The roll-out of the other ofﬁ ces in Kwa-Zulu Natal, Gauteng, Free State, Eastern Cape and Project Outputs: the Western Cape will be done the following • Plans and cost estimation of project year.
(completed) • Needs analysis and system requirements • Acquisition and installation of systems • Increase the facilities of Sound and Vision to house these new systems • Training of Sound and Vision staff to utilise systems 86 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES • Alignment with Parliamentary members beneﬁ ts, telephone bills, etc.

Communications Services to produce and • The PCMS for parliamentary policies, manage better public content.
joint rules decisions as well as 4.1.b.iii Build an effective and efﬁ cient Institution parliamentary documentation; • Other divisional systems such as management decisions and other 12.

Financial Management of Parliament Bill budgeting, planning, project management; • electronic directories, venue booking, suggestion boxes, etc This project is aimed at improving the • Provide parliamentary staff and ﬁ nancial management of Parliament.
the Members of Parliament with a collated institutional calendar; Project Outputs: • Provide a separate area on the intranet • Passing of the Financial for each Division, Section, Unit where Management of Parliament Bill into their notices, information can be posted an Act and e-services rendered.

• Conﬁ guring Parliament’s internal processes to comply with the Act.

Project Outputs: 13.


Implement the parliamentary intranet • Analyse Parliament’s current systems environment (completed) • Develop user requirements (completed) • Design content management model The primary objective of the project is (completed) to build a new intranet for Parliament to • Provide data take-on plan (completed) provide a single integrated access to its • Develop technical requirements various information systems.
(completed) The intranet will: • Prepare business requirements speciﬁ cations (completed) • Be the primary communication tool for • Prepare functional and technical the Presiding Ofﬁ cers and the Secretary speciﬁ cations (completed) to Parliament to communicate with • Prepare IT architecture (completed) Members of Parliament and parliamentary staff; • • Content integration (in progress) Test the system (in progress) • Provide parliamentary staff and • Deploy the system Members of Parliament with a facility where notices and announcements can be made available; • Provide Parliament with a single log-in facility and a portal into other parliamentary systems such as: • The ERP to access individual services such as salary reports, leave reports and applications, travel arrangements, STRATEGIC PLAN FOR THIRD PARLIAMENT 87 14.
Implement integrated Planning, Budgeting, Performance and Reporting Systems One of the strategic objectives of Parliament is to build an effective and efﬁ cient institution.

A component of this objective is the provision of space, accommodation With the successful implementation of the and facilities.

In line with this objective ERP solution for Parliament, Parliament Parliament has identiﬁ ed the need for new still needs to implement tools to enhance ofﬁ ce furniture for Members of Parliament.
its planning, budgeting, performance management and reporting systems that The objectives for the project are: will integrate with the ERP solution.

• To establish a furniture standard within Project Outputs: • Develop user requirements • Develop technical requirements • Prepare business requirements Parliament that takes into consideration the members’ standing within their party as well as the institution of Parliament.
speciﬁ cations • To ensure that all Members of • Prepare functional and technical Parliament have adequately and speciﬁ cations appropriately furnished ofﬁ ces which • Determine suitable service providers allow them to conduct their business • Build and deploy prototype effectively.
• Test the systems • Deploy the systems • Through the furniture project, Parliament has gone through a comprehensive consultation process with various To date the budgeting module has been key stakeholders to obtain approval completed.

for a furniture standard that reﬂ ects the status of the institution and is ﬂ exible 15.

Refurbishment of Members’ Ofﬁ ces to accommodate the challenges of elections and ﬂ oor-crossings.
Parliament has the difﬁ cult role of allocating ofﬁ ces and furniture to political parties Project Outputs: based on the proportions determined • Development of furniture standard during elections and ﬂ oor-crossing periods.

(completed) Currently furniture is allocated without • Development of prototype show ofﬁ ces systematic thought to the members’ (completed) standing within Parliament.
There is no • Appointing furniture manufacturers for uniformity in what a member may receive Phase 1 (completed) in terms of furniture and often the furniture • Space planning & consultation process items are broken, mismatched or have been • Manufacturing, delivery and installation haphazardly repaired, making it difﬁ cult for • Appointing of service providers for members to conduct ofﬁ cial business with Phase 2 members of the public effectively within • Disposing of old furniture their ofﬁ ces.
88 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 16.

Space Utilisation Project • Furnishing of buildings • Hand-over of buildings to Parliament This project is meant to address the spatial • Relocation or allocation of ofﬁ ces to staff problem and a lack of adequate facilities in and members Parliament.
The need for banqueting and hosting facilities, a need for a joint seating Construction has already commenced in chamber with a public gallery, VIP facilities Africa House which will be used by the to receive foreign dignitaries and additional Protocol Section and the Joint Standing space provision for identiﬁ ed ofﬁ ces.

Committee on Intelligence.


The New The project aims at: Wing National Assembly building is being renovated for Presidential suites as well as • Building a joint seating chamber with a the suite of the Speaker of NA.

In addition, bigger public gallery; the 8th ﬂ oor of 90 Plein Street has become • Building a banqueting hall and VIP available to accommodate the growing receiving lounges for foreign dignitaries; parliamentary staff spatial needs.
• Providing for the need for ofﬁ ce space for the ofﬁ ce of the Speaker to the Demolitions are due to happen as soon as National Assembly; funding approvals have been ﬁ nalised and • Providing for the need for ofﬁ ce space construction of the new buildings will start for the ofﬁ ce of the Leader of thereafter.
Government Business; • Providing for institutional ofﬁ ce spatial 4.1.c Projects to be implemented needs such as: 450 additional secretarial support for members, 97 additional The following strategic projects by Strategic committee support staff, 361 language Objective have yet to be initiated through practitioners and additional growth the allocation of resources and appointment requirements due to the establishment of project teams: of the Parliamentary Communications service and protocol, HR, ICT and Finance restructures • Providing additional parking space for 4.1.c.i Build a quality process of scrutinizing and overseeing government’s action the institution.
Project Outputs: 1.

Delegated Legislation • A holistic plan to address the institution’s The interim report of the Joint growth needs Subcommittee on Delegated Legislation • Architectural plans for new buildings and was presented to the JRC in 2005.

Political renovations of existing buildings parties were required to make inputs • Acquisition of land and comment on the interim report.
The • Approval of the land by municipality delegated legislation project will look at • Appointment of contractors the recommendations of the ﬁ nal adopted • Approval of plans, site assessments report and implementation of processes for • Beginning of construction Parliament to conduct effective oversight • Layout of ﬁ nishes, interior design, ICT over delegated legislation.

infrastructure, etc STRATEGIC PLAN FOR THIRD PARLIAMENT 89 Project Outputs: 4.
Facilitate SADC-PF co-operation • Implement delegated legislation report recommendations to rules and policies This project is aimed at facilitating improved • Implement delegated legislation parliamentary co-operation and participation monitoring systems within SADC.

• Enhance capacity for the monitoring of delegated legislation Project Outputs: 2.
Core business retention and development of capacity • SADC Parliamentary Forum to continue engaging with the SADC Executive on establishing a regional assembly • Facilitate agreement on processes This project is aimed at developing long- to ensure partnership with executive term retention and career pathing strategies authorities for essential staff working within the core • Educate members with regard to businesses of legislation and oversight.
their roles, responsibilities and political Project Outputs: • Developed retention strategy • Implement retention strategy 4.1.c.ii Further build a people’s Parliament that is responsive to the needs of all the people of South Africa 3.

Develop public participation systems framework • Ensure that SADC Parliaments and the public in general are briefed on the work being done Oversee and participate in implementation of SADC protocols 5.
Implementation of Pan-African Parliament (PAP) protocols through establishing participation systems The PAP protocol makes provision for This project relates to the integration consultative forums with the regional of existing public participation systems economic community Parliaments and the development of new systems to (RECs), ensuring that through our support the Public Participation Model for participation PAP realises the Parliament.

It also will look at the alignment provisions of its protocol.
of information received through public participation with the PCMS committee Project Outputs: workﬂ ow processes.

Project Outputs: • Detailed analysis of requirements involved in tracking PAP issues • Development of systems requirements • Evaluate effectiveness of existing • Acquire/develop appropriate systems systems • Train members and staff on the systems.
• Identify the system requirements for public participation • Develop/acquire new systems • Integrate content ﬂ ow with PCMS 90 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 6.

Provide people-centred training for staff 8.


Parliamentary Constituency Mechanisms and Ofﬁ ces As the institution moves towards becoming This project is aimed at improving the a People’s Parliament that is responsive effectiveness of constituency work by to the needs of the people, it is important improving mechanisms and support to that the internal culture of the organisation constituency ofﬁ ces.

becomes more people-centred through adequate training of staff.
Project Outputs: Project Outputs: • Study on the effectiveness of Constituency Ofﬁ ces and • Identify the customer service and recommendation for improvements • • people-centred training requirements • Develop a plan to effect the necessary Identify training providers improvements in mechanisms and Implement People-centred training support programme • Implement the improvement plan 7.
Visualising Democracy (including Museum and art storage projects) 4.1.c.iii Build an effective and efﬁ cient institution Parliament owns a unique and valuable collection of artworks, artifacts and heritage items.

These items represent the history and 9.

Provide a system to record members’ attendance and information development of South Africa.
Parliament The members’ attendance system would has undertaken to maintain and keep the provide Parliament with systems to validate collection as an entity while striving to member attendance and supply relevant update the collection with new pieces that information to members.

are a reﬂ ection of our national diversity and the values of our democracy.
Part of Project Outputs: this responsibility involves the display of • Develop system requirements the collection and to this end establishing • Acquire and install system special exhibition space within the precinct.
• Train IT staff to support the system Project Outputs: • Identify and renovate suitable spaces within Parliament for the display of 10. Business Continuity (including Disaster Recovery System) artworks This project is aimed at developing business • Initiate a programme with provincial continuity plans and systems to cater legislatures to display and acquire for any unforeseen eventuality that may artworks while developing and cause Parliament to temporarily relocate.
promoting new South African artists This includes disaster recovery systems for • Increase public access to the parliamentary information.

parliamentary collection through regular themed exhibitions and educational tours.
STRATEGIC PLAN FOR THIRD PARLIAMENT 91 Project Outputs: development programme • Business continuity plan for Parliament • Develop unique parliamentary material • Operational guidelines for core for training of parliamentary ofﬁ cials and businesses to ensure business continuity management • Disaster recovery system for parliamentary information 11.

Integrate the library system 13.


Institutional Change Project (vision, values and culture alignment) This project aims at developing and The Parliamentary Library is a national implementing a long-term programme to deposit library, which has a valuable introduce and promote Parliament’s values collection of books and resources found within the institution.

It will deal with issues nowhere else in the world.
Parliament’s of moral regeneration, performance culture, library requires a modern library system to unpacking and living the institution’s values, manage the library collection and provide developing a people-centred institution and greater access and services to the public.

reputation management.


Project Outputs: Project Outputs: • Scope and identify suitable system • Acquire and install library system • • Institutional culture assessment External survey of Parliament’s proﬁ le • Training of ibrary and IT staff to manage and international benchmarking and support the system • Development of democracy measurements and parliamentary performance measurements • Development of a change strategy • Implementation of the strategy 12.
Provide human resource training and development alignment The competency assessment project will help determine the institution’s key development and training requirements for the institution to deliver on its mission and vision.

This project is aimed at establishing and implementing an organisational programme to provide the required training and development.
In addition, this project will develop programmes to upskill and develop staff who currently have administrative skills, to enable them to work in a knowledge environment.

Project Outputs: • Develop training programmes to address competency and skills gap within the institution to meet future objectives • Implement institutional skills A people’s Parliament co-operating with other spheres of government as it deepens and entrenches our democratic values.
92 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 14.

Integration of knowledge management (KM) systems 15.

Establishment of the fourth Democratic Parliament As Parliament moves toward becoming a In 2008 Parliament will initiate this knowledge environment with knowledge project in preparation for the 2009 workers, the institution requires this project general elections to establish the fourth to ensure that institutional knowledge Democratic Parliament.
The project will is cultivated, preserved and accessed by deal with all aspects of establishing the members and staff and that all knowledge fourth Parliament, including the swearing- systems are eventually integrated.

in of members and the formal induction processes.
Project Outputs: • Development of an institutional knowledge management strategy Project Outputs: • Implementation of KM policies and • Swearing-in of new and returning systems Members of the NA and NCOP • Capacity to manage and develop the • Election of the Presiding Ofﬁ cers by institution’s knowledge Members of the NA and NCOP • Development of a KM culture in • Election of the President by Members of Parliament the NA • Induction and training of members STRATEGIC PLAN FOR THIRD PARLIAMENT 93 4.2 STRATEGIC MANAGEMENT PROCESSES OF PARLIAMENT Parliament embarked on a road to improve the overall management and administration of the institution.
As part of a holistic strategic management process, Parliament decided to cast the institution’s strategic intent in the form of a Strategic Plan.

The Strategic Plan creates a common vision for all at Parliament, establishing a high level of synergy and understanding regarding the direction in which the organisation is moving, whilst also directing the operational components in everyday activities.
This Strategic Plan of Parliament embodies the strategic intent, ideals and objectives of Parliament for the future, and provides milestones and measurable objectives of how this strategic intent will be realised.

The policy and model are based on a grouping of extracts of concepts from general management theory, strategic planning, strategic management, as well as business planning and the like.
New developing trends such as an improved level of management involvement, ﬁ nancial management and accountability, service delivery, transparency, integrated planning, and teamwork have all been incorporated.
A distinct South African ﬂ avour has been added to this “planning pot”, thereby recognising the inﬂ uences brought about in the South African planning environment by the White Paper on the Transformation of the Public Service, the White Paper on Transforming Service Delivery (Batho Pele), the Public Service Act and Public Service Regulations, and the Public Finance Management Act and Treasury Regulations.

As such, planning concepts and terminology were customised to suit the needs of Parliament.
Policy Direction Planning Reporting Auditing Resourcing Budgeting Performance Execution/Operations Decision Information Facts Problem See Options Ways Implication Resources Best Option Choose Criticize In Place Implement Communicate Change Report 94 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES The Strategic Plan creates a common vision for all at Parliament, establishing a high level of synergy and understanding regarding the direction in which the organisation is moving, whilst also directing the operational components in their daily activities.
In this, our strategic planning is aimed at positioning the organisation “many years from now”, whilst our business planning is directed at implementing this within “the next few years”, aligning planning with the MTEF cycle (medium-term expenditure framework).
The strategic management cycle enables Parliament to: • Assess the current situation in each division, including available resources, skills and capacities; • Assess the needs of the parliamentary stakeholders and the external environment; • Prioritise these needs in order of urgency and importance; • Set core objectives to meet these needs; • Devise strategic objectives to be achieved within a set time-frame; • Develop and implement actions and activities to achieve core and strategic objectives; • Budget effectively to achieve the core and strategic objectives with limited resources; • Set standards in the form of key result and performance indicators and targets and milestones, so that performance can be measured; • Regularly report, monitor and reassess the management programme and make changes to it where necessary.
Parliament developed an internal training programme for senior management in co-operation with the University of Stellenbosch Business School (Executive Development), aimed at training managers in these strategic processes.
2006 2007 2008 2009 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Enviromental Analysis Strategic Session Strategic Plan Business Plan Planning Base Strategic Session Strategic Plan Business Plan Planning Base Strategic Session Strategic Plan Business Plan Planning Base Strategic Session PLANNING Prepare Budget Submit Budget Allocation Budget Prepare Budget Submit Budget Allocation Budget Prepare Budget Submit Budget Allocation Budget Prepare Budget Submit Budget BUDGET Assess PMS Contract First Review Assess PMS Contract First Review Assess PMS Contract First Review Assess PMS Contract First Review PERFORMANCE Annual Report Annual Report Annual Report Annual REPORTING STRATEGIC PLAN FOR THIRD PARLIAMENT 95 4.3 HOW THE STRATEGIC FRAMEWORK WORKS The Strategic Framework of Parliament embodies the strategic intent of the businesses), which in turn are divided into Services, provided by the various divisions institution, whilst also providing executive of Parliament.
information to drive the strategic management processes of planning, budgeting, performance management and reporting.

The framework comprises three main streams: Mission, Vision and Values.

The Mission deals with the purpose and business of Parliament.

It is further unpacked in the Core Objectives (core The Vision deals with the future dream and ambition of Parliament.

It acknowledges the Key Issues, and indicates the Strategic Objectives that will be implemented to achieve the vision.
Each Strategic Objective is subdivided into several Projects.

The Values are the set of beliefs that guides the management of Parliament.

The Values are the foundation upon which all Policies are based.

Our Policies guide the daily implementation of services and projects.
96 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES 4.4 TERMS AND DEFINITIONS “service delivery improvement programme” “environmental analysis” – an analysis of all external and internal aspects which are likely to inﬂ uence Parliament “vision” (SDIP) – the programme aimed at improving the services to be rendered and their levels “structure” – the organogram of Parliament – the future dream and ambition of Parliament, being within sight but out of “policies” – a description of how to manage and reach “mission” deliver services “strategic plan” – the purpose of Parliament, its reason for – the plan for Parliament describing the existence as outlined in the mandate strategic intent “values” – the set of beliefs that guides the management of Parliament “main tasks” – the cluster of activities derived from the core objectives and services at division level “core objectives” – the set of objectives identiﬁ ed for the ongoing business of Parliament as derived from the mission “key objectives” – the set of objectives at divisional level, as derived from the identiﬁ ed strategic objectives, speciﬁ cally within the division for effecting changes “key result indicator” (KRI) – the set of indicators measuring the “output/target” successful implementation of core objectives – the deliverable at divisional level for the accomplishment of main tasks and key “services” – the deliverables provided in order to meet the core objectives “key issue” – aspects to attend to if services are to be provided at an acceptable level “strategic objectives” – the set of objectives aimed at changing any aspect or area of Parliament “service standards” – the speciﬁ ed levels at which services are rendered objectives “activities” – the work to be performed at divisional level for the accomplishment of main tasks and key objectives in order to reach the identiﬁ ed targets “key performance indicator” (KPI) – the set of indicators measuring the successful implementation of main tasks and key objectives STRATEGIC PLAN FOR THIRD PARLIAMENT 97
 “responsibility” – the component responsible for reaching a “ofﬁ ce business plan” set target “time-frames” – the plan of implementation for the said ofﬁ ce – the time duration set for reaching a target “planning cycle” – the planning process, indicating outputs at “actions” speciﬁ c events – the work to be performed at sectional level for the accomplishment of main tasks “component” and key objectives in order to reach the – a division, section, unit or ofﬁ ce identiﬁ ed targets “ISD” “output/milestone” – Institution Supporting Democracy – the deliverable at sectional level for the accomplishment of actions “APRM” – African Peer Review Mechanism “business plan” – the plan of implementation for the “EU-LSP” fulﬁ lment of Parliament’s strategic plan – European Union Legislative Support “division business plan” – the plan of implementation for the said “ENE” Programme division – Estimates of National Expenditure “section business plan” “MSP” – the plan of implementation for the said – Master Systems Plan section 98 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 4: ANNEXURES STRATEGIC PLAN FOR THIRD PARLIAMENT 99